This interview aims to converse with a present-day leader who includes strategy creation as a part of their job responsibilities. While you may not have extensive knowledge of the theories underpinning modern strategy, listening to the practitioner’s approach will add an extra layer of analysis.

You will interview a leader within an organization with at least 10 years of professional experience in the relevant industry and whose job responsibility includes developing and implementing strategies. It will be ideal to observe your interviewee in what he/she does, while also being “close with” your interviewee so that you can best represent their worldviews and experiences. (Please read textbook chapter 25 “Researching strategies and their identity in practice: building ‘close-with’ relationships” before scheduling your interview.)

The interview should be recorded and transcribed (you will provide a transcript in the Appendix of your paper, deleting names or using pseudonyms). If your leader has concerns about being recorded, reassure them that you will delete the recording as soon as the transcription is complete and that the contents of the interview will be shared only within the confines of this class. Be prepared to type quickly and take detailed notes if they refuse to be recorded.

Appendix I

An Interview Guideline

The objective of this interview is for me to learn from you (i.e., interviewee) and understand your everyday processes, practices, and activities involved in the making and implementation of strategy. Please don’t share any confidential or financial information about your organization. All information will be kept confidential. I will debrief my project with you and discuss with you my learning about strategizing and implementing in your organization seven weeks later.

Personal Background

Years of working experience in this organization________________

Years of working experience in the area of strategy and implementation _____________

Interview Questions

General questions about strategy and strategist

When you hear the word “strategy,” what does it mean to you?

What are your experiences with the strategy process? What lessons have you learned?

Are you the only strategist in your organization? How long have you been in this position?

Describe significant workplace changes you went through to become a strategist in your organization.

What do you do when you are strategizing at the middle level or top level of your organization?

What does a typical decision-making process look like for you?

Specific questions about making and implementing strategies in your current organization

• How does your organization make strategies?

Describe your personal experiences relating to major strategic changes faced by your organization and the industry. (Pay special attention to the strategic change your interviewee is experiencing when he/she recounts his/her professional experience).

• What tools and technologies do you create/and or employ when you plan and implement strategy? (e.g., five force analysis, Post-it notes, specialized planning and analysis, software or workshops and awaydays…etc).

Have you been in strategy workshops and meetings in your organization? In what strategy workshops or meetings have participated? What is your role?

• Describe the best and/or worst strategy workshops and meetings you have practiced for your organization.

What activities or events are meaningful to you and guide your strategizing practices in your organization?

• What are the challenges of implementing strategies in your organization?

How would you create a successful environment for the strategic management process?

• Reflections and recommendations

In your industry, how does one become a strategist?

• When and how do people in many organizations claim to be doing strategy work? What are the contradictions, inconsistencies and ambiguities involved in this?

Do you have a sense that other executives engage with and prioritize strategy in a specific and well-though-out manner, or do you have a sense that other executives sometimes masquerade their involvement in strategic management with their impression management? In other words, have you observed any dishonest strategizing?

In summary, what are the characteristics of a good strategy process?

Thank you for your support! I would like to schedule an interview again for seven weeks from now to discuss my philosophy of strategizing and implementing in your organization with you. Would it be okay to schedule that now or should I reach out again in a few weeks?

Lastly, is it possible for me to join you in one or two of your meetings to observe you strategizing?