This editorial by Jarzabkowski, Balogun, and Seidl discusses the challenges and key questions in the field of strategy-as-practice research. The authors define strategy from a practice perspective, emphasizing that strategy is socially accomplished activity constructed through the actions, interactions, and negotiations of multiple actors. They propose a conceptual framework of praxis, practices, and practitioners to address five main questions: What is strategy? Who is a strategist? What do strategists do? What does an analysis of strategists and their doings explain? How can existing organization and social theory inform an analysis of strategy-as-practice? The editorial highlights the need for a broader definition of strategists, including lower-level employees and external actors, and the importance of understanding the interplay between practitioners, practices, and praxis. It also emphasizes the need for empirical research that addresses these questions and explores the theoretical and methodological implications of different approaches. The editorial concludes by introducing the papers in a special issue of *Human Relations* that contribute to the strategy-as-practice agenda.This editorial by Jarzabkowski, Balogun, and Seidl discusses the challenges and key questions in the field of strategy-as-practice research. The authors define strategy from a practice perspective, emphasizing that strategy is socially accomplished activity constructed through the actions, interactions, and negotiations of multiple actors. They propose a conceptual framework of praxis, practices, and practitioners to address five main questions: What is strategy? Who is a strategist? What do strategists do? What does an analysis of strategists and their doings explain? How can existing organization and social theory inform an analysis of strategy-as-practice? The editorial highlights the need for a broader definition of strategists, including lower-level employees and external actors, and the importance of understanding the interplay between practitioners, practices, and praxis. It also emphasizes the need for empirical research that addresses these questions and explores the theoretical and methodological implications of different approaches. The editorial concludes by introducing the papers in a special issue of *Human Relations* that contribute to the strategy-as-practice agenda.