Reflections from Our Open Strategy Science-Practice Seminar

Our recent seminar on Open Strategy was a powerful gathering of researchers, practitioners, and innovators exploring how participatory approaches are reshaping strategic decision-making. Hosted with the support of the Marcus Wallenberg Foundation and the Foundation of Economic Education, the event brought together experts from academia and industry to discuss the dynamics, opportunities, and challenges of open strategy. You can watch the key takeaways from the seminar on Aalto’s YouTube channel or directly at the end of this post. Research posters featured during the day are available here.

1. The Why and How of Open Strategy by Frank Martela

Assistant Professor Frank Martela (Aalto University) set the stage by outlining why organizations are moving towards more inclusive strategy-making and presented how the shift to openness must be carefully designed to avoid common pitfalls like decision gridlock or power struggles. We explored real-world applications of open strategy through diverse case studies:

• Premium Cola Collective – A radical, fully participatory strategy model where all decisions emerge from community consensus, highlighting both the potential and inefficiencies of extreme openness.
• IBM’s Innovation Jams – Large-scale participatory sessions that leverage employee insights, showing how structured openness can generate breakthrough ideas.
• Wikimedia's Strategy Wiki – A platform that allowed anyone to contribute to Wikipedia’s strategy, demonstrating both the promise and challenges of crowd-sourced strategy development.

2. Violetta Splitter’s Keynote: Learning to Participate in Open Strategy

Associate Professor Violetta Splitter (Saïd Business School, University of Oxford) delivered an insightful keynote on how participants in open strategy processes learn over time. Drawing from her ethnographic study of Zurich Insurance’s open strategy initiative, she highlighted two key lessons:

• Participation must be learned – When employees were first included in strategy discussions, their contributions were either too radical, too familiar, or lacked rationale. Over time, they developed a deeper understanding of strategic relevance, leading to more valuable insights.
• Effectiveness grows with experience – Open strategy does not deliver immediate results. Organizations must recognize that early phases may feel inefficient, but with structured learning, participation becomes more impactful. In Zurich’s case, 28% of the final strategy was based on employee suggestions, demonstrating the long-term value of inclusive strategy-making.

Splitter also emphasized the power dynamics of open strategy, noting that while employees gain influence in decision-making, traditional strategists like middle managers may resist these shifts. Successfully implementing open strategy requires balancing empowerment with structured guidance to ensure alignment with organizational goals.

3. Open Strategy and AI: The Role of Transparency and Data by Tuomas Syrjänen

Tuomas Syrjänen, AI and strategy specialist and founder of Futurice, explored the intersection of AI and open strategy. He demonstrated how real-time data and AI tools can enhance participatory strategy-making, ensuring transparency while improving decision-making speed and alignment.

Key Challenges and Considerations

• Balancing Inclusion with Decision-Making Efficiency – Open strategy does not mean fully open at every stage. Organizations must design mechanisms to focus discussions and make clear decisions.
• Managing Expectations – Participation should be meaningful. If leadership retains final decision-making power, this should be communicated upfront to avoid disillusionment.
• Power Dynamics – As new strategy actors (such as employees or external stakeholders) gain influence, traditional strategists (like middle managers) may resist, leading to tensions that must be managed carefully.

Best Practices for Implementing Open Strategy

During our panel discussion, moderated by Professor Eero Vaara (Saïd Business School), Tuula Antola (Omnia), Jaakko Luomaranta (Noren), and Patrik Sallner (Fonecta), experts shared practical insights on how organizations can navigate open strategy effectively:

• Start Small – Experiment with participatory elements before committing to a full transformation.
• Define the Scope of Openness – Clearly articulate which parts of the strategy process will be open and to whom.
• Use Technology Wisely – Digital tools can facilitate inclusivity, but they must be accompanied by clear frameworks to structure participation.
• Invest in Learning – Employees and stakeholders need time to develop the skills and mindset required for meaningful strategic contributions.

Looking Ahead: The Future of Open Strategy

The seminar highlighted that open strategy is not a simple choice between closed and open models but rather a continuum. Organizations that carefully design their participatory approaches can leverage collective intelligence while maintaining strategic coherence.

We sincerely thank all the speakers, panelists, and participants for their valuable contributions to this insightful discussion. Stay tuned for more reflections, and let’s continue shaping the future of strategy—together.

– The Seminar Organizing Team
Jukka-Pekka Heikkilä, Mia Leppälä & Jori Mäkkeli

For further resources, visit openstrategy.fi and openstrategynetwork.com.