As the famous management guru Peter Drucker beautifully put it, management has “no other choice” but to foresee the future, to try to shape it, and to balance short- and long-term goals. The future does not happen simply because people want it badly enough. It requires a decision – now. It takes a risk – now. It requires action – now. It requires resource allocation – now. It requires work – now.” 1 All of this is combined into what is known as Business Policy/Strategic Management/Corporate Strategy. The profound importance of strategic management is emphasized by Drucker in his observations. The main purpose of strategic planning is to “identify new and different businesses,technologies, and markets that the company should strive to create in the long run. But the work begins with the question: What is our current business? Indeed, it begins with the questions: Which of our current businesses should we abandon? Which should we reduce? Which ones should be promoted and new ones proposed.