In a project structure, strategy is not formulated from above and then im- plemented lower down, rather, it evolves by virtue of the multitude of decisions made for the projects themselves. In other words, the adhocracy is con tinually 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 strat- egy maker.