As with most things in life - there are no universal truths when it comes to strategy.

Firstly, are we talking about strategy formulation or strategy execution?

Secondly, are we talking about strategy through creativity or strategy through analysis?

Thirdly, are we talking about strategy as 'vision' or strategy as 'tactic'?

Fourth, what is strategy in one context is not in another context.

Fifth, who is it exactly within the organisation that needs to be 'strategically' developed?

My experience in hundreds of corporations and organisations is that each has its context, character and requirements - sometimes the development of 'strategy' is dominant and sometimes it is secondary.

If you want to develop strategy as 'vision' in a left-brain organisation then the person/people trying to sell the vision will struggle and meet resistance. Conversely, a left-brain person trying to sell strategy as 'tactic' to a right-brain organisation will meet with indifference.

The problem with 'strategy capability' in organisations is that people assume it is a single simple concept when in fact it's much more complex.

Ultimately, good strategy is that which helps the organisation achieve its objectives; and the people who need to develop strategic skills are those who are empowered and entrusted to find the course to satisfaction.