ABSTRACT
Forecasting for strategic decisions is the discipline that develops a set of forecast solutions to support strategic decisions or large impact projects. Scott Armstrong (2001) presented an outline of strategic forecasting, with the advice that forecasting methods should fit specific situations. Since then, not much has been published in the area of developing methodology, processes, tools, and organizations, and many misconceptions and failures in this type of forecasting prevail today. The progress made in this area has been by few progressive companies and some business consulting firms, but remains mostly proprietary.
