Abstract
In many organizations “strategic planning” is an annual exercise that results in a document reviewed once and then essentially forgotten. However, strategic planning should be the process of setting priorities and of creating the framework for decision making about where to invest resources, at what level and with what urgency. The process itself should include periodic assessment of the quality of the decisions made and their implementation. Looking back at 25 years of strategic planning with a major STM publisher, this paper provides an informal and highly personal reflection on some of the lessons learned. Emphasis is given to newbusiness ventures and models. It also includes broad recommendations on ways to approach planning and management for future development.