In the face of increasing turbulence in the business environment, strategy-making no longer relies on allocating resources through planning. We argue that strategy making now occurs within transformation projects. To understand how, after characterizing organizational transformation strategizing from a theoretical standpoint, this article describes its reality based on the reflections-on-action of consultants who have delved into strategizing through the conduct of transformation projects. This dialogue between the academic and practical knowledge of strategizing offers fruitful contributions to our current understanding of an important but overlooked aspect of strategy.
