Managing acquired subsidiaries can be daunting. Parent and affiliate executives strive to co-create value, but fixed mindsets around subsidiary autonomy can result in diverging interests and outcomes. Through a longitudinal study of Audi's post-acquisition integration of supercar manufacturer Lamborghini, this article provides guidance on how to manage the level of acquired subsidiary autonomy as a strategic dial that can be dynamically adjusted over time for mutual benefit. This dynamic approach to autonomy rests on three specific managerial levers - appraisal respect, organizational identity, and resource orchestration. These can enable the renewal of competitive capabilities and sustain post-acquisition success.

With companies being exhorted to become more strategically agile and internally connected, this article examines the role of the Senior Strategy Director, the executive tasked specifically with internal strategy. In particular, it explores what they do, what specific capabilities they deploy to enable effective contribution to the company, and in what ways they facilitate the connectedness of strategy. An analysis of multiple interviews over time with Senior Strategy Directors of large companies shows the vital and challenging role these executives play in both shaping, connecting up, and executing strategy. This article identifies the particular capabilities necessary for Senior Strategy Directors to perform their role and shows how it all depends upon their skillful deployment. These findings have significant implications for understanding unfolding micro-processes of strategy in large organizations, for assumptions about the skills and capabilities necessary to be an effective Senior Strategy Director, and for business schools in terms of the content and style of strategy courses they provide.