Despite a prolific amount of research on the strategy process in past decades to determine if there is in fact a “one-size-fits-all” process that explains why some organisations can consistently outperform their competitors, much remains to be learned. Notwithstanding, empirical research has identified several findings of note, such as strategies often change as they are implemented, it is difficult to fully implement most strategies, and many strategies are implemented through projects. The chapters selected for inclusion in this section explore many of these ideas and principles. In summary, they consider strategy’s performative aspects, the cultural and country context within which projects are situated, if wayfinding more fully explains why some organisations become sustainable going concerns, how people co-create new strategic ways of doing in education settings, and how strategic decisions are made under uncertainty. The five chapters provide a foundation for reading the whole book, in particular, for better understanding how organisations implement strategies successfully under uncertainty through the efforts of their people in highly complex and institutionally diverse environments.