There is much talk about change and how managers must communicate during change to ensure it occurs smoothly. However, seldom does advice for managing change go beyond the language of change; the ways to explain a proposed change and persuade workers of its importance and how they can ‘get on board’. This advice rarely looks at the non-verbal tools that managers can have at their disposal to influence change. How does materiality contribute in practice to the implementation of a strategic change? And what kind of materiality can be mobilised in this process? These are the two questions we addressed in a paper recently published in the British Journal of Management entitled Materializing Strategy in Mundane Tools: the Key to Coupling Global Strategy and Local Strategy Practice?