This book is for those required to take the lead in dealing with the impact of change in business. It explores the division between those who see strategic management as a rational planning process and those who see it as an intuitive, adaptive, experimental, entrepreneurial process. The author stresses the importance of finding a practical solution to this conflict, one where both approaches can be applied at the same time. The book's contents include the following: conflicting approaches to management and the nature of change; control by variance - management information and control systems in closed change situations; control by grand design - conventional strategic management; why control by grand design will not work in the 1990s; control by trial and error - what companies actually do in open-ended change situations; resolving control tension - recommendations on organizational structure, culture and management resources. Using many international examples, the book rejects long-term planning and makes recommendations to resolve the tension that results from trying to balance intuition and short-term planning.