The first of two articles describes how a professional organisation responded to external developments and tried to co-ordinate its research and development (R&D) activity. For the first time an attempt was made to develop a strategy by eliciting the views of stakeholders. The R&D agenda was examined from the perspective of research, management, education and practice and led to the development of an agreed strategy for the Royal College of Nursing. The suitability of this approach as a mechanism for strategy development and as a lever for change is examined and its potential pertinence to other organisations is discussed