This book examines historical evidence for the success and failure of strategic decisions over the last thirty years, and considers why there are so many strategic moves which are subsequently reversed, and indeed why the failure rate of many strategic moves is high. Possible causes are explored, and a close examination is made of issues of misperceptions of the business environment, poor analysis and lack of creative thinking. The variety of papers cover wide--ranging perspectives on the subject, from ways of improving strategic decisions, to the numerous analytical techniques that can be used in strategic decision making.