There is no ambiguity around the fact that modern management requires new sets of skills and practices. These requirements might greatly vary, but the success of the outcome depends solely on how well decision-makers allocate resources, communicate and, most importantly, plan. The fundamental distinction between the types of planning concerns it being strategic or tactical, and in this paper, these two types will be examined along with the analysis of the decision-making process as a whole. Planning refers to the process of defining how to get a business, an organization, or any other entity where it needs to get while meeting all the set objectives and employing the available resources (C. Certo, 2016; T. Certo, 2016). If not well executed, planning might end up taking up too much managerial time and harming other activities (C. Certo, 2016; T. Certo, 2016). Typical planning tools include forecasting and scheduling with a great variety of research methods, each of these imply (C. Certo, 2016; T. Certo, 2016). While it entails different tools, planning also can be strategic or tactical. Strategic planning refers to long-range (three to five years) planning that considers the organization as a whole and determines its overall goals (C. Certo, 2016; T. Certo, 2016). The time range of this type of planning might seem problematic, but if managers follow the commitment principle, allocating funds only on the policies they can anticipate, this problem dissolves by itself (C. Certo, 2016; T. Certo, 2016). Strategic planning usually involves five basic steps: environmental analysis, establishing organizational direction, formulating and implementing the strategy, and strategic control (C. Certo, 2016; T. Certo, 2016). In a real-life example of Burger King, this process can be tracked more efficiently – the objective of increasing productivity is met by boosting people and machine efficiency (C. Certo, 2016; T. Certo, 2016). Nevertheless, the process of strategic planning should not be underestimated based on the simplicity of the steps, as all of those include multiple trajectories and substeps. Tactical planning sets the ground rules for regular operations during the 6-12 months and is frequently applied in retail and other sectors, sensitive to seasonal fluctuations (Dreyer, Kasper, Iskra, & Riikka, 2018). Hence, the literature on tactical planning mostly focuses on applying it to carry out specific aspects of the existing, often strategic by their nature, plans (Dreyer et al., 2018). Consequently, tactic planning is considered to be a part of the day-to-day operations of the company or organization, delegated to lower-level management. Another vital feature of tactical plans is that they are more detailed than strategic plans. More details mean greater flexibility, as daily operations often entail a high probability of malfunctions and the necessity for crisis management, that is not covered by long-term strategic layouts (Dreyer et al., 2018). Besides, tactical plans incorporate the establishment of communication channels, as they have met the objectives of all departments involved in the process in order to be executed correctly (Dreyer et al., 2018). Thus, to some ex