Based on a case study including field observations of 13 meetings, various documents, and 25 interviews, this paper presents an account of how a public client organisation handled an a political directive on energy efficiency in buildings. The paper explores the value of communication skills of built environment professionals during a strategic change process. Taking an interpretative approach, we account for talk and interaction between mainly a senior engineer (energy expert), the management team and officials. It demonstrates how the political directive led to a politically set ambiguous energy target, which in turn was framed, contextualised and anchored within the organisation. It shows how this change process was shaped by involved actors' personal ambitions and ability to convince others that they may gain from the changes needed to meet the energy target, i.e. use of discursive competence. The focus on the role of a senior engineer, rather than top management, provides a novel perspective on how strategies develop in organisations.
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