 Openness is demanded more and more by stakeholders and the broader society. And it's nearly becoming a must in the complex society today. Therefore, in management and strategy literature, open strategy has become a hot topic. However, it's not reached mainstream literature in public management yet. Open strategy may be highly relevant in public organizations. Public organizations in particular are increasingly being exposed to demands for increased transparency and for stakeholders to be included and sometimes even being part of the strategy processes. However, until now, little research has explicitly focused on how public organizations open their strategy processes. The recent research on open strategy that exists is mainly focused on private organization and has not been translated into a public context. Therefore, to better understand openness in strategy processes in public organization, we try to bring this new open strategy literature into the research on public management and governance research and thereby try to bridge related literature streams. Open strategy refers to the sharing and including of others outside of the strategy team into the strategy process. What we did in the paper is conduct a literature review of the open strategy literature. We took a practice perspective to look at the exact practices that organizations use in order to engage in open strategy. Finally, we developed a framework where one can see who drives the open strategy process, to whom the strategy is open, what is the actual contact that can be open, how or what practices actors use in order to engage in open strategy and of course, why organizations engage in open strategy. Based on these findings, we formulate some recommendations for research and practice with a specific focus on implications for public management. Many strategists are struggling with openness and they experience concerns, especially in relation to equity and efficiency. We demonstrate that opening up is not just about letting anyone take part in the same way all of the time. Rather, strategists have to carefully link together purpose, object, subject, community and practices. It's not just about who do you involve, but why, how and when. Open strategy and public management have been like ships that pass in the night. To advance both fields, we need to remove disciplinary barriers and work together. Open strategy holds great promise for helping public organizations achieve their core purpose. On how we can make open strategy work are needed to deliver on set promise.