Andersen’s empirical study (Andersen, 2000, p. 196) provides evidence that strategic planning
(that emphasizes elements of the conventional strategic management process) is associated with
higher performance in all the industrial environments studied. The performance effect of strategic
planning does not vary significantly between the different industry groups. Hence, strategic
planning is an important performance driver in all industrial settings, and enhances both
economic performance and organizational innovation. According to Song (2011) the empirical
evidence suggests that more strategic planning and more new product development projects
lead to better firm performance. Although strategic planning is a process for anticipating environmental
turbulence, the logical sequential process often prescribed in the literature is not sufficient
to influence performance. Flexibility in decisions is needed to change operational issues,
such as products and services or their production and to change financial issues, such as capital
and gearing in order to impact on financial performance (Rudd et all, 2008). We accept this commentary
and search also in enterprises for last strategy update.