See, there are three layers of decision making: vision, strategy, and tactics. You set large aspirational goals first (eg Microsoft "empower every person and organization on the planet to achieve more"), then smaller component strategies ("build the a cloud provider that integrates business intelligence into everything you do"), then the concrete actions to make those srrategies happen ("integrate Active Directory authentication into kubernetes RBAC"). One "vision" level statement spawns many, many "tactics".
When you're dealing on the level of "181 CEOs" from huge companies as diverse as JP Morgan Chase, Johnson & Johnson, and Ford, it is impossible to talk about tactics and strategy. What Ford can do to better serve long term interests of all stakeholders is too different from what Vanguard should do. You are only able to agree on the big vision, and let the units (or whatever smaller more homogeneous group makes sense) work out the strategy level and below.
This is leadership 101 stuff. There are several models of decision-making, but they are all hierarchical in this way. You won't find many media outlets pushing a collective of 181 companies to issue a single press release about the exact on the ground tactics they will all implement, because in this field that's a nonsensical request on par with "but how many packets can apache serve?"
