At the heart of our institutions, be they public or private, for profit or non-for-profit, a peculiar discourse dominates the conversations about governance, organizational objectives and best practices that ought to help accomplish them: this powerful discourse is the discourse of strategy. Far from neutrally describing reality, it gives form to ideas, shapes our mental maps of the world, guides our sense-making processes, and operates as a springboard for action. To claim: ‘I think strategically’ is a marker of an individual’s influence and power, for it signals the ability and willingness to shape the imagined futures most of us will have little choice but to inhabit.