More and more experts in the field of strategic planning and management are calling for greater attention to be paid to strategic thinking and recommend that it be considered a separate and distinct phase in the strategic planning and execution cycle strategy. The results of the strategic thinking exercise directly feed into the creation of the strategic vision, which according to Thompson, Strickland & Gamble (2008) is the first phase of a cycle of strategy creation and execution. Ingid Bonn (Bonn, 2001) is very convincing in her thesis that not only is strategic thinking an important aspect of any manager's role, but also that the thinker has special qualities. This implies that not all managers are necessarily strategic thinkers, and for an organization to have the best chance of producing optimal strategic plans, it should be particular about the people it hires at the levels where strategic decisions are required, and that there should be some sort criteria for evaluating the creative strengths of these individuals. Since the function of strategic thinking cannot be the effort of a single individual, it is vital that attention is paid to building a cohesive strategic management team that complements each other and is able to draw from each other in a such that their efforts are truly representative of a thorough analysis of available information and which can produce a set of the best strategic options of courses of action available to the organization. In reality, however, the cost, both in terms of time and money, of investing in the process The need to prepare an involved and focused strategic vision and plan (involving the strategic thinking phase) can be very high, even prohibitive (Temkin, 2003), and as such may not be considered an immediate priority for an organization's management team. Furthermore, considering internal factors, building such a strategic team can be a challenge caused, among other things, by the lack of adequate/accurate information required by the team to deliberate on the best strategic vision and consequent plans, or by inadequate feedback from results/effects of the existing strategy being executed; distrust between team members (especially if they feel that not everyone is given the same opportunities to exercise their creativity); professional competitiveness (where chosen strategic team members feel they can use the task as a means to shine), internal office politics (which can negatively influence team composition), and insufficiently allocated time to complete the strategic thinking and development phase of the vision and proceed with the rest of the strategic execution process.