Many organizations – large and small – have begun to implement enterprise social media for use among employees and senior leadership. According to Leonardi, Huysman, and Steinfield (2013: 2), enterprise social media allow workers to: (1) communicate messages with specific coworkers or broadcast messages to everyone in the organization; (2) explicitly indicate or implicitly reveal particular coworkers as communication partners; (3) post, edit, and sort text and files linked to themselves or others; and (4) view the messages, connections, text, and files communicated, posted, edited, and sorted by anyone else in the organization at any time of their choosing. The broad family of social media technologies used in organizations today includes social networking sites, blog platforms, microblogging tools, wikis, and social tagging tools (Leonardi & Vaast, 2017). Today’s popular examples include Slack, Yammer, Workplace, Chatter, and Jive – with new entrants sure to displace some of those in the future. What do these new tools, which have traditionally been thought of as platforms for employees’ social interaction, have to do with strategy?