This article explores how executive teams make rapid strategic decisions in high-velocity environments, specifically in the microcomputer industry. The study, conducted at Stanford University, examines eight microcomputer firms and identifies several key propositions: 1. **Use of Information**: Fast decision-makers use more, not less, information than slow decision-makers. Real-time information, particularly on the firm's competitive environment and operations, is crucial for rapid decision-making. 2. **Development of Alternatives**: Fast decision-makers develop more, not fewer, alternatives. Simultaneous consideration of multiple alternatives is associated with faster decisions. 3. **Two-Tiered Advice Process**: Fast decision-makers use a two-tiered advice process, focusing on input from experienced counselors rather than centralized power. Experienced counselors help develop alternatives and provide valuable advice. 4. **Conflict Resolution**: Active conflict resolution is critical to the speed of decision-making. Fast teams actively deal with conflict, while slow teams often delay resolution until external events force a choice. 5. **Integration of Decisions**: Fast decision-makers integrate strategic decisions with tactical plans and other major decisions. This integration helps manage high-stakes decisions and ensures a cohesive approach to problem-solving. The study challenges traditional views that comprehensiveness slows decision-making and suggests that real-time information, multiple simultaneous alternatives, and active conflict resolution are key factors in rapid decision-making. The findings highlight the importance of integrating strategic decisions with tactical plans to maintain strong performance in high-velocity environments.This article explores how executive teams make rapid strategic decisions in high-velocity environments, specifically in the microcomputer industry. The study, conducted at Stanford University, examines eight microcomputer firms and identifies several key propositions: 1. **Use of Information**: Fast decision-makers use more, not less, information than slow decision-makers. Real-time information, particularly on the firm's competitive environment and operations, is crucial for rapid decision-making. 2. **Development of Alternatives**: Fast decision-makers develop more, not fewer, alternatives. Simultaneous consideration of multiple alternatives is associated with faster decisions. 3. **Two-Tiered Advice Process**: Fast decision-makers use a two-tiered advice process, focusing on input from experienced counselors rather than centralized power. Experienced counselors help develop alternatives and provide valuable advice. 4. **Conflict Resolution**: Active conflict resolution is critical to the speed of decision-making. Fast teams actively deal with conflict, while slow teams often delay resolution until external events force a choice. 5. **Integration of Decisions**: Fast decision-makers integrate strategic decisions with tactical plans and other major decisions. This integration helps manage high-stakes decisions and ensures a cohesive approach to problem-solving. The study challenges traditional views that comprehensiveness slows decision-making and suggests that real-time information, multiple simultaneous alternatives, and active conflict resolution are key factors in rapid decision-making. The findings highlight the importance of integrating strategic decisions with tactical plans to maintain strong performance in high-velocity environments.