Today, the strategy process is mainly something happening in and around the boardroom. 31% of respondents indicates that the management team and executives determine the strategy, and another 23% indicates that the CEO determines the strategy process. However, there is a clear trend that organisations are involving more people in the strategy process outside the persons frequenting the boardroom. In 2014, only 10% of respondents indicated that the strategy is determined through a dialogue with the entire organisation. Today, this percentage has more than doubled to 21%. In particular in the financial sector this seems a popular trend, where 39% of companies indicates that the strategy is determined in dialogue with the entire organisation. A clear change is also visible in the strategic planning period. During the financial crisis, the strategic plan was more focused on surviving the year, looking just one year ahead. In 2016, the new standard has shifted to two to four years. In other words, in turbulent times, the strategy process focuses on a short-term, top-down approach to enable quickly making and implementing decisions. Today, the organisation is involved in the strategy process more frequently, and external parties, in particular current and potential customers, are also increasingly involved.