Hardly any other word in management circles is used as carelessly as the concept of strategy. We hear of strategies referred to as “courses of action for the future” (Schnelle 2006, p. 11ff.); as “a pattern in a stream of decisions” see Mintzberg (1978, p. 934); “a unique, new position that a company is striving to achieve” (Kolbusa 2012, p. 7); or as “some sort of consciously intended course of action, a guideline (or set of guidelines) to deal with a situation” (Mintzberg 2014, p. 3). Strategy is defined as “planned evolution” in a company (Kirsch 1997, p. 654), or as a plan “that integrates an organization’s major goals, policies, and action sequences into a cohesive whole” (Quinn 2014, p. 9).