b"COMMIT TO SUCCESS reaction from the people concerned, competitors, customers, employees, suppliers, and society at large.A strategy can also be defined as the knowledge of goals, the uncertainty of events, and the need to consider the likely or actual behavior of others.A strategy is an organization's decision plan that sets out its objectives, policies, and key elements for achieving the objectives.In addition, it defines the business or goals to be pursued, the type of economic and human organization it wants to be and the contribution it expects, to make, to its shareholders, customers, and society as a whole.A strategy is meaningful because it is not possible to predict the future. Without perfect foresight, organizations must be prepared to deal with the uncertain events that constitute the environment in which they operate.Astrategydealswithlong-termdevelopmentsratherthanroutine operations,thatis,itdealswiththelikelihoodofinnovationsornew products,newproductionmethods,newmarketstobedevelopedor social policies in the future.2.How to elaborate a strategy? Many leaders find it difficult to adopt a strategy. They know well that it is important to have strategies, in order to logically present the decision-making in their organizations.They understand that they cannot observe and control everything in their organizations, contrary to what many of them would like. They sincerely want to develop good strategies and they understand the theory.Butwhenitcomestodetailingthestrategy,theyquicklyget bogged down.It's unfortunate, but it's not that surprising. This is a direct consequence of the confusion over what anorganizational strategyis and is not. Anorganizationalstrategyisasetofguidingprinciplesthat,when communicatedandadoptedintheorganization,generateadesired decision-making model.A strategy is therefore about how people in the organization should make decisions and allocate resources in order to achieve key objectives. Germain Decelles191"