Meta's Oculus and Portal growth teams ran the identical strategy process (Present Forward: A Five-Phase Process for Problem-Focused Strategy) and arrived at similar strategic pillars — yet Oculus succeeded and graduated into Meta's VR division, while Portal was sunset. Chandra Janakiraman uses the pair as a caution against treating a well-run process as a guarantee of a good outcome: "any strategy is only as good as the results it can produce."
The process (Strategy Working Group (Cross-Functional Strategy Co-Creation Team), Good Strategy's Three Components: Pillars, Non-Focus, and Why) buys alignment and rigor, not a correct answer — market response is the actual scoreboard. See Zynga's Three Growth Pillars (Case Study) for a case where pillars were initially right and later drifted out of fit; here the same kind of pillars simply played out differently across two markets/execution contexts despite an identical process.