INTRODUCTION:Today companies operate in a dynamic and constantly evolving world. To remain competitive, they must move away from traditional notions of strategy formation and rethink how they approach formal strategy and organization work. Strategy is an elusive term and is defined in various ways by numerous authors. In general, strategy refers to how the organization's goals, objectives, and mission will be achieved (Jonas 2000). Relatedly, strategy is the process by which a company achieves these objectives (Jarzabkowski and Fenton 2006). Organizing refers to the formation and implementation of “structural practices and coordination processes by internal stakeholders to implement the organization's identity, culture, and interests” (Jarzabkowski and Fenton 2006). Whittington (2003) distinguishes between the formal and informal work of strategy and organizing. He states that formal work includes meetings, conferences and the like, which can be tracked and measured. It uses the tools and techniques that are taught to people throughout their educational lives. Informal work is work that emerges from the situation and cannot be assessed through any of these management tools. There is only a negligible amount of research done on formal strategy and organization work. This research also tends to focus only on top management. To provide a basis for further research, the following essay explores top management and other members of the organization who are responsible for formal strategy and organization work. It also examines how members can achieve these positions within the company. WHO DOES THE FORMAL STRATEGIZATION AND ORGANIZATION WORK:Acc...... half of the document ......h 2011].Stiles, P. (2001), 'The Impact of the Board on Strategy: An Empirical Examination ", Journal of Management Studies, 38(5): 627-650. Taylor, C.R. (2000), "The Old-Boy Network and the Young-Gun Effect", International Economic Review, 41(4): pp. 871- 891.The Time (1964), 'Britain: Shaking the Old Boy Network', available at: http://www.time.com/time/magazine/article/0,9171,871142-1,00.html [Accessed 25 March 2011].Westley, F. (1990), 'Middle Managers and Strategy: Microdynamics of Inclusion', Strategic Management Journal, 11(5): pp. 337-418.Whittington, R. (2002), ' The Work of Strategizing and Organizing: For a Practice Perspective”, Strategic Organizing, 1(1): pp. 119-127. Zahra, S.A. and Pearce, J.A. (1989), 'Boards of directors and corporate financial performance: a review and integrative model', Journal of Management, 15(2): pp. 291-334.