This study aims to understand how open strategizing activities and practices occurs considering the openness and closure paradox being controlled by digital tools. We followed the social practice theory perspective and a qualitative approach. The research method was a case study and data collection techniques comprised: semi-structured interviews; document collection; direct observation. Using pattern matching as qualitative data analysis, with data triangulation, we found that: the openness and closure paradox is constant in open strategizing; the formalization and procedures approach can contribute to a minimum control of the practice of open strategizing and its paradoxes, in order to avoid information overload, risks and deviations objectives; digital tools support open strategizing but must be managed based on the desired opening levels for each organizational and stakeholder section. This study fills a theoretical and empirical gap related to open strategizing paradox and ways of managing them aiming to achieve an effective open strategizing controlling using digital tools. The social and practical implications explain the inevitable openness and closure paradox in the strategy practices of a Startup and addresses the benefits of using minimal control through digital tools to manage this paradox - despite its complexity of operationalization.