Abstract
This study was based on a face‐to‐face survey of 100 chief and senior executives of a sample of companies that were chosen to reflect the Scottish economy. The process of strategic decision taking was explored and the information leading to the identification of strategic issues was appraised. It is demonstrated by the findings that many companies appear to identify strategic issues and develop their strategies with only limited data. Yet strategic planning relies on the effective use of valid data, coupled with creative interpretation and judgement. However, it is shown by the study that companies are failing to utilise effectively the creative talents of key people in the harnessing of information. As a consequence they are failing to win valuable insights and omitting to obtain essential collective interpretations of critical issues and events.
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