The relationship between information systems (IS) and organizational strategies has been a much discussed topic with most of the prior studies taking a highly positive view of technology’s role in enabling organizational strategies. Despite this wealth of studies, there is a dearth of empirical investigations on how IS enable specific organizational strategies. Through a qualitative empirical investigation of five case organizations this research derives five organizational strategies that are specifically enabled through IS. The five strategies; (i) generic-heartland, (ii) craft-based selective, (iii) adhoc, IT-driven, (iv) corporative-orchestrated and (v) transformative provide a unique perspective of how IS enable organizational strategy.