In this paper we critique grounded theory's ability to fulfil its aim of offering a practical vehicle for prediction, change, and control as stipulated in grounded theory's original formulation by Glaser and Strauss, and later developed by Strauss. We do this through a case study approach, whereby we develop a grounded theory of leisure and cultural strategy within a local authority, and critically reflect on the process of grounded theorisation, together with its implications for generating practical tools in that most practical of academic fields; organisational strategy. We demonstrate that despite generating good grounded theory on leisure and cultural strategy, here termed "navigational translation", that offers sociological insight, its claim to offer practical tools is inappropriate to the strategy field. (Contains 6 figures and 6 footnotes.)