ABSTRACT
This chapter traces the long-term effect of strategy and focuses on the case of Sustainable Sydney 2030. I argue that a successful urban strategy is not about executing ideas, nor is it a phenomenon emerging from learning loops between planning and acting. My claim is that strategy is impactful to the extent to which it changes the institutional a priori of what a collective knows, what it can articulate, and how its members relate to each other. The chapter contributes to extant research by critically examining the long-term effect of strategy. It invites us to rethink urban strategy’s core modus operandi and to reflect on how collective action in cities is accomplished.
