Ongoing strategizing in practice: Examining CEO activities and a social enterprise’s pathways to growth and greater effectiveness

There is a dearth of high-quality process studies on ongoing strategizing efforts by organizations. Our research addresses this gap by exploring strategizing as a set of interrelated activities manifested over time: diagnosis, prognosis, orienting, mobilizing, and structuring. Using a multi-year, mixed-method case study of a non-profit organization supporting minority-owned businesses, we analyse 86 monthly interviews with CEOs between 2015 and 2023. Diagnosis emerged as the predominant activity, but all activities were consistently present, indicating that strategizing is an ongoing process for senior leaders. Our findings highlight evolving activity profiles with changing contexts and implications for future theorizing, research, and practice.