Organisations continue to struggle with strategic change (Beer and Nohria 2000, Fay and Lührmann 2004, Downs et al. 2006, Balogun and Hailey 2008). Interestingly, it has been shown that up to 50% of strategic decisions fail for reasons relating to their implementation rather than formulation (Hickson et al. 2003, Raes et al. 2011). In looking at strategic change from strategy-as-practice (Balogun et al. 2014) or other contemporary discourse and temporal related (Bartunek and Woodman 2015) perspectives, it has been found that the most useful skills and knowledge are those which help practitioners make sense of it (Andrews et al. 2008, Van de Ven and Sun 2011). Sensemaking, an ongoing individual and collective dialectical process underpinning critical business activities, is a critically important topic in the study of organisations (Weick 1995, Weick et al. 2005, Maitlis and Christianson 2014). This is of particular relevance in today’s world where organisations are required to make sense of requirements on the run (Brown et al. 2016). While the individual, cognitive process of sensemaking has received significant attention to date (Louis 1980, Isabella 1990, Gioia and Chittipeddi 1991, Thomas et al. 1993, Weick 1995, Weick et al. 2005), there is still much to understand about the social and interactive process of collective sensemaking. In particular, the role of the senior leadership team in recognising and enabling collective sensemaking so that its potential can be fully realised (Bartunek 1984, Balogun and Johnson 2004, Fronda and Moriceau 2008) deserves exploration.