Historically sparse, the body of literature in strategy auditing (SA) has grown in number and array of scholarly endeavours since the 1980s. Dominantly centred upon the instrumentalization of Robert Grant´s strategic management process (SMP), which linearity and forward-orientation of this framework outlines the number of “processes” and its “workflow,” the SA is a disciple of a major school of thought (i.e. the planning view) postulating that corporate planning and strategic controls are the two most nuclear functions of the strategist. So, where is “the analysis” (and particularly the business environment analysis – BEA) realized in a SA? The strategy audit symbolizes the “big picture” outlining a full cycle of the business-level strategy execution, while the BEA is one process within the SA as a system. The embeddedness of the BEA (projects) in the SA is addressed in this chapter while summarily describing the aspects of contextualization, positioning and association with other SA-processes directly linked to it.

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