Today's organizations are continually evolving and employing new strategic management techniques to reach their potential. It is common for companies to regularly evaluate their performance by analyzing the gaps between their current situation and the one they wish to achieve. This guides them in their change of strategy and guides them towards their objectives. Organizations use strategic management concepts to bridge the gap between their actual performance and their potential. Strategic management concerns a set of decisions and actions intended to improve the long-term performance of an organization (Boddy, 2009). It is inspired by the company's desire to adapt and survive in varied external and internal environments. Strategic management incorporates streamlining, planning ahead, setting clear objectives, designing logical structures and efficiency control systems. This helps determine an investment pattern of resources, time, effort and capital. So, it is a plan to reduce uncertainty about the future and choose viable and potential solutions for growth. Gap analysis is a measure of a company's current performance relative to its potential or expected performance (Gap Analysis, n.d.). It is a useful indicator that helps companies plan and organize their teams, strategies, resources or products to move towards their potential performance. It identifies gaps and reveals areas that can be improved. So, as shown in fig. 1, it is a way of ranking how well a product or solution meets a targeted need or set of requirements over time. Figure 1: Gap Analysis, nd The first question answered by gap analysis is “where are we now?” ". It provides a basis for measuring money, time and human resources...... middle of paper ......sletter (SRI International). Jenifer, M & Gareth, R (2008). Organizational Behavior, 5th Edition. New Jersey, Prentice HallJohnson, G. and Scholes, K. (2002). Exploring Corporate Strategy: Text and Cases 6th edition, FT Prentice Hall, UK. PESTEL Analysis Fig. (2009). Retrieved from http://www.kbmanage.com/concept/pestel-analysisPorter, Michael E. (2008). "The Five Competitive Forces That Shape Strategy", Harvard Business Review, p.86-104.Porter, Michael E. (1980). Competitive strategy. Free Press.Porter's Five Forces Fig. (nd). Retrieved from http://applyingconcepts.blogspot.co.uk/2011/12/porters-five-forces.htmlSantoro, MA and Paine, LS (1993). Sears Auto Centers (Harvard Business School Case 9-394-010). Boston: Harvard Business School Publishing. SWOT analysis Fig. (nd). Retrieved from http://canvanizer.com/new/swot-canvas