as can be seen in exhibit 2 , many of the distinctions of conventional structure disappear in the adhocracy. with power based on expertise instead of authority, the line/staff distinction evaporates. and with power distributed throughout the structure, the distinction between the strategic apex and the rest of the structure also blurs. in a project structure, strategy is not formulated from above and then implemented lower down, rather, it evolves by virtue of the multitude of decisions made for the projects themselves. in other words, the adhocracy is continually developing its strategy as it accepts and works out new projects, the creative results of which can never be predicted. and so everyone who gets involved in the project work-and in the adhocracy that can mean virtually everyone-becomes a strategy maker