In a company, ideas and impulses for strategic work arise in many places. While in larger companies strategic work is methodically and organizationally well established and institutionalized, in small and medium-sized enterprises, strategic work often occurs randomly, unstructured, or inadequately – or it is not conducted at all. As classic representatives of single and small series production, companies in the toolmaking industry find themselves in exactly this situation: Their dominant position in the industrial value chain between product development and series production makes accurate predictions about the future difficult, as the company depends on the product and investment plans of its customers. Due to the small size of the company and often a lack of strategic thinking, strategic work is also rarely conducted in a structured manner.