The remainder of this article is organized as follows. First, we review the literature on IS strategy implementation to conceptualize three key challenges within the IS strategy process and outline a multi-dimensional view of IS strategy and change
informed by strategy-as-practice research. We then review research on cognitive entrenchment to further refine our theoretical lens. Next, we describe the research setting and approach before presenting the findings from our case. Having illustrated the use of our multi-dimensional perspective, we further detail its core components and underlying mechanisms and
discuss its possible applications. We then discuss three key factors that can contribute to strategy blindness, before concluding with a discussion of the implications of this research for both IS strategy practice and research.