Situating Strategic Doing

Yesterday, I participated in a learning session with professionals from a large multinational company. One of the first questions: Can you give us some background on your work? 

I explained briefly my experience as a strategy practitioner and researcher. However, I did not situate this work in the transformation taking place in strategic practice. The chart below does that.

In 1993, I began a series of experiments to understand: How do we develop and execute a strategy in open, loosely connected networks? 

Conventional strategy practice — strategic planning — presupposes a formal hierarchical organization with command and control protocols in place. 

Open networks, however, are different, and they require a new set of management disciplines and frameworks. That’s what Strategic Doing provides. 

Strategy practice has been moving toward more openness and transparency. The journey is outlined in Richard Whittington’s new book, Opening Strategy (

After two decades of work, we’ve developed a replicable, scalable and sustainable solution to the question: How do we design and execute strategy in open networks?

If you are interested, you can start your journey with us with a book:

Or, an online course: