How Strategic Dialogue Enables Inclusive Execution

Digital strategizing fails if organizations do not address a fundamental tension: inclusion creates buy-in but risks paralysis, while rapid decision-making enables execution but triggers resistance. Current open strategy research acknowledges this tension but provides no operational guidance for managing it. What is needed is a framework that operationalizes how organizations move between opening and closing in strategizing. This article identifies four dialogue forms and four orchestration approaches that enable strategists to balance stakeholder inclusion with strategy execution, rather than relying on intuition.