ABSTRACT
The chapter focuses on a high-growth IT company that has radically rethought the ways strategy work is carried out. The case organization has placed special emphasis on greater involvement of organizational members beyond the traditional movers and shakers of strategy work—top management—and deliberately abandoned a hierarchical organizational structure. It both eliminated the traditional middle-management role and the top-down approach to crafting strategy. This was done to allow being alert to changes in the environment and working out ways to respond to them flexibly, using highly experimental approaches to organizing to allow bottom-up emergence work practices to maintain customer satisfaction. The findings show that agile, participative strategy work is possible only by truly engaging in organizational dialogue.
