Abstract:

My objective is neither to deliver a case history of the utilisation of surveys for strategic purposes, nor to present a new, revolutionary method. Rather, on the grounds of my dual experience as a Manager and a Consultant in the area of strategic thinking and planning, I wish to give an encouragement as well as a warning, by outlining the characteristics and informational tools of strategic analysis and by broadening the thinking according to the various types of decisions needed by such an approach.