It is difficult. Strategic planning, almost by definition, deals with the most complex questions facing a company. Just assembling the data to measure the variables is a considerable task. Moreover, once the data are in hand, the real job begins—the job of synthesizing critical issues and strategic options to resolve those issues. This is fundamentally a creative process. It cannot be programmed or systematized. To structure meaningful, practical action programs requires insight, wisdom, and perspective. Many executives find it an elusive, uncomfortable task.