It is very common in strategy discussions (particularly amongst those who think of themselves as strategists) to try to draw sharp distinctions between strategy and planning. Generally these sharp distinctions end up being much less sharp than intended. Not only is it hard to make such distinctions but it is also unhelpful.
For strategic planning to be useful, there needs to be connection and continuity between notions of vision (a compelling description of a preferred alternative future) and an executable plan of how to achieve it. “Strategy” overlaps and sits in between and there are many different interpretations of where best to draw the boundaries.
Without some form of planning for execution, it is not possible to get informed consent to pursuing a vision. A “strategy” that doesn’t have content about which informed consent could be sought doesn’t really have content.