Nevertheless, confusion and misunderstandings about the importance of strategy had an impact on strategic planning in the 1980s, as no useful strategic planning process could be put in place without first understanding what the strategy was. As a result, this led to the rise of other authorities in the field of strategic planning, which continued to try to give the strategy an importance that was hoped would be widely accepted. That`s why authorities like Henry Mintzberg came out to do their part. However, this is not the generally accepted importance of the strategy, as different researchers and scientists have differing views on the importance of the strategy in the field of management and related disciplines. This is why the paper attempts to explore different schools of thought that attempt to give their point of view on the importance of strategy in order to better understand the different points of view of strategy. DWA acknowledges and confirms its agreement to all assignments recorded in DWS`s accounts and records as of the effective date (but expressly with the exception of assignments under the General Agreement, the attributions of which remain subject to DWA`s audit rights) or in distribution service agreements approved by DWA on the effective date. Nevertheless, said Mr. Lynch (2006), finding a universally acceptable definition of strategy is a Herculean task. Nevertheless, several scientists have tried to find a different definition of the strategy, which varies from one to another. For example, Mintzberg and Quinn (2003) are the case where the strategy is to decide on another set of activities, the results of which are to occupy a unique and valuable position in the environment.
However, there is not a single importance of the strategy that has been established as universally accepted, given that this approach is ambiguous and diverse, that public authorities are divided in the field of management in a generally accepted importance of the strategy. In this sense, however, Steiner agrees with Liddell, who also saw strategy as a means of achieving the desired goals. In addition, it also includes strategic responses that attempt to answer the question of what the organization should do. . . .