As strategic planning models became routine and accepted as a standard of practice, those who excelled in project management and repositioning content developed an a consultant industry of strategic planners who have emerged to bring expertise to “help” organizations create high impact plans. The secret that few consultants want to admit is that strategic planning is often reduced to a cookbook that illustrated with overused “fill-in-the blank” prescriptions that result in a unimaginative plans. Quite often, strategic planning is a simplistic reordering and renaming of existing strategy and approaches. Such a focus diminishes the value of strategic planning. This premise of the declining value of traditional strategic planning was identified over a decade ago in the seminal Harvard Business Review article titled, “The Fall and Rise of Strategic Planning” by Henry Mintzberg. Mintzberg’s main criticism is that strategic planning often stymies strategy.