This article reviews the nature of strategy and strategic leadership in schools. It moves away from traditional frameworks associated with the strategic planning movement and reconceptualizes the nature of strategy in schools. It considers how leaders can map the strategic architecture of the school and develop strategic capabilities for longer-term sustainability. It questions hierarchical models of leadership and suggests the dual approach of extending/improving current performance and making the `strategic leap' to different and higher levels of performance by `bridging the s-curve gap'. It highlights three characteristics of strategically orientated schools, suggests ways to improve the art of strategic conversations and how to build strategic intents.
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