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In Q4, 2007, Kroll-InfoAmericas surveyed over 60 Latin America regional C-level managers to learn how they were conducting strategic planning, in pursuit of best practice recommendations that we subsequently shared with participants.  Two observations quickly came to light.  First, strategic planning is a relatively new functional responsibility for the Latin American regional offices of multinationals, and one that continues to challenge them.  Second is the duality of strategic planning as an art and a science.  The traditional information-driven model of strategic planning (science) is too rigid for an information-poor region like LatAm, while one based on managerial experience and intuition (art) lends itself to subjectivity and is difficult to defend in the global office.