ABSTRACT
The communication and implementation of organisational strategy is traditionally seen as the role of senior management—typically led by the CEO. This chapter identifies three techniques within the narratives of the CEO statements aimed at orchestrating the strategic co-authorship of its stakeholders. The three techniques are recognising the topoi of external actors as internalised topos; recognising conflicts between topoi as topos tension; and presenting strategic initiatives as resolutions to such tensions. The CEO statements can indicate how management seeks to find coherent narratives that allow coexistence and synergy between the multiple topoi of stakeholders. As the transition to market competition began in 1995, the CEO stresses that the municipal ownership restricted the possibilities available to the company, and that price levels will be held artificially low during the transition to protect customers. Several strategic initiatives were announced by the CEO statements, beyond the construction of the Rya Combined Heat and Power Plant (CHP) plant.
