California Management Review

Abstract

The quality of both strategic thinking and action rely, in important ways, on the quality of the strategic conversations underway at all levels in the organization. The design of these conversations is the defining contribution of the strategy-making process. When these strategic conversations about the design of the future operate successfully at both local and organizational levels, they create a "meta-capability" for strategy-making capable of both furthering intended strategy and at recognizing opportunities for emergent strategy.

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