?The idea that public organizations perform better if they adopt the "right" strategy prevails in public administration theory, junior literature, political debates, government reforms, and popular culture. Different stakeholders and lobbyists, depending on their ideological stance and political priorities, urge public organizations to pursue different strategies: to be more innovative, "stick to knitting" and focus on efficiency, or interact more directly to external demands imposed on them by government agencies.Is there one "one better way" to organizational success, which precedes a certain path to strategy development, adopting a specific strategy and a superior approach to strategy implementation? In fact, is it desirable to have specific and clear strategic positions and processes at all, or is it more productive to "leave chaos rule" and have unpredictable strategic ambiguity and formulation and implementation processes?