In part one of a new series, David Lengacher introduces the concept of simulation as the new differentiator in strategy development. Corporate strategy has undergone significant changes in the past few years, both in the process through which it is formed and the way that it is viewed. Gone are the days when large companies could get by with bloated mission statements and vague objectives in their annual report. With the advent of the balanced score card, organizations have become more focused on measuring performanceÔÇösometimes to a fault.