Strategy fails when one story about the future is treated as the future. Competitors, customers, regulators and internal stakeholders do not share that story. They interact. The useful object is a distribution of outcomes, and a view of which assumptions drive them.
Wargame models those actors and the incentives that shape what they may do, then explores scenarios at scale. The prediction is not an oracle. It is an account of the assumptions, the range, and which actions appear to shift the result.
Consulting is the right entry when the strategic question is not yet bounded. Build is for the cases where the model has to sit inside a particular decision process rather than as a productised run.