Opening strategy: Evolution of a precarious profession

Abstract

This paper takes the long view on the development of strategy as a profession, from the 1950s to today. We identify strategy as a structurally precarious profession, subject to cyclical demand and shifts in organizational power. This precariousness has increased with the secular shift towards more open forms of strategy-making, with more transparency inside and outside organizations and more inclusion of different actors internally and externally. We analyse four forces - organizational, societal, cultural and technological - driving the evolution of strategy as a profession and discuss implications for the future of strategy work, for effective strategies, for strategy's professional bodies and for strategy research. © 2011 The Author(s). British Journal of Management © 2011 British Academy of Management.