This article explores how executive teams make fast strategic decisions in high-velocity environments, such as the microcomputer industry. Inductive research on eight firms revealed that fast decision makers use more information, develop more alternatives, and use a two-tiered advice process. Conflict resolution and integration among strategic decisions and tactical plans are also critical. Fast decisions lead to superior performance. In 1984, Gavilan Computer, despite a $31 million investment, failed due to slow decision-making, losing its competitive edge. This case highlights the importance of rapid decision-making in fast-paced industries. While decision speed affects firm performance, research on fast strategic decision-making is limited. The study examined how executive teams make fast decisions. It found that fast decision makers use more real-time information, consider more alternatives, and rely on experienced counselors. Conflict resolution is critical, but conflict itself is not. Integration among decisions and with tactical plans speeds decision-making. The research challenges traditional views of strategic decision-making. Fast decision makers use extensive real-time information, consider multiple alternatives, and rely on experienced counselors. Conflict resolution is crucial, but conflict alone does not slow decisions. Integration among decisions and with tactical plans speeds decision-making. The study used multiple case designs and embedded analysis to examine decision-making processes. Data sources included interviews, questionnaires, and secondary sources. The findings suggest that fast decision-making is associated with extensive real-time information, multiple alternatives, and experienced counselors. Conflict resolution is critical, but conflict alone does not slow decisions. Integration among decisions and with tactical plans speeds decision-making. The study found that fast decision makers use real-time information, consider multiple alternatives, and rely on experienced counselors. Conflict resolution is critical, but conflict alone does not slow decisions. Integration among decisions and with tactical plans speeds decision-making. The results challenge traditional views of strategic decision-making, showing that fast decision-making is associated with extensive real-time information, multiple alternatives, and experienced counselors. Conflict resolution is critical, but conflict alone does not slow decisions. Integration among decisions and with tactical plans speeds decision-making.This article explores how executive teams make fast strategic decisions in high-velocity environments, such as the microcomputer industry. Inductive research on eight firms revealed that fast decision makers use more information, develop more alternatives, and use a two-tiered advice process. Conflict resolution and integration among strategic decisions and tactical plans are also critical. Fast decisions lead to superior performance. In 1984, Gavilan Computer, despite a $31 million investment, failed due to slow decision-making, losing its competitive edge. This case highlights the importance of rapid decision-making in fast-paced industries. While decision speed affects firm performance, research on fast strategic decision-making is limited. The study examined how executive teams make fast decisions. It found that fast decision makers use more real-time information, consider more alternatives, and rely on experienced counselors. Conflict resolution is critical, but conflict itself is not. Integration among decisions and with tactical plans speeds decision-making. The research challenges traditional views of strategic decision-making. Fast decision makers use extensive real-time information, consider multiple alternatives, and rely on experienced counselors. Conflict resolution is crucial, but conflict alone does not slow decisions. Integration among decisions and with tactical plans speeds decision-making. The study used multiple case designs and embedded analysis to examine decision-making processes. Data sources included interviews, questionnaires, and secondary sources. The findings suggest that fast decision-making is associated with extensive real-time information, multiple alternatives, and experienced counselors. Conflict resolution is critical, but conflict alone does not slow decisions. Integration among decisions and with tactical plans speeds decision-making. The study found that fast decision makers use real-time information, consider multiple alternatives, and rely on experienced counselors. Conflict resolution is critical, but conflict alone does not slow decisions. Integration among decisions and with tactical plans speeds decision-making. The results challenge traditional views of strategic decision-making, showing that fast decision-making is associated with extensive real-time information, multiple alternatives, and experienced counselors. Conflict resolution is critical, but conflict alone does not slow decisions. Integration among decisions and with tactical plans speeds decision-making.