ABSTRACT
Strategic management differs from other levels of management in several ways: it is non-routine, non-programmable, unique and creative (Harrison, 1999), more ambiguous, uncertain and complex (Johnson et al., 2005) and yet it has the greatest impact on the future of the business (Shadbolt and Bywater, 2005). Strategy defines the logical case for how value will be created for shareholders; it will define actions and resource use but, inevitably, it is based on a set of assumptions about the future that must be put to the test.
