Abstract
Abstract Effective strategic change depends on an evolving, relevant and timely agenda. A process in which key actors attend to some concerns and sideline others. This article explores agenda‐forming activities in terms of the contributions made by internal change agents who adopt ‘agenda playmaking’ roles. The repertoire of these roles is illustrated in one organization via five descriptive metaphors, namely the advocate, champion, evangelist, disciple and broker. Effective agenda formation requires senior managers to legitimize playmaking activities by promoting organizational norms and rewards whose aim is to align personal and organizational interests and to encourage diverse, yet inclusive contributions. Managers at all levels should also acknowledge the pivotal contributions of those who prove to be skilled playmakers as well as the value of training to develop skills in the performance of playmaker roles. Finally, there is much to be gained from the development of a robust, dynamic and comprehensive theory of agenda formation in the strategic change process. Copyright © 2002 John Wiley & Sons, Ltd.
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