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Strategic Intent

Strategic Intent. 2010-Spring Advanced MIS 2010.04.28.WED 20071121 IME KANG A IN. Strategic Intent. Introduced by Gary Hamel and C.K. Prahalad “ Strategic Intent ” published in Harvard Business Review ( 1989). What is Strategic Intent ?. Strategic Intent

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Strategic Intent

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  1. Strategic Intent 2010-Spring Advanced MIS 2010.04.28.WED 20071121 IME KANG A IN

  2. Strategic Intent Introduced by Gary Hamel and C.K. Prahalad “Strategic Intent” published in Harvard Business Review (1989)

  3. What is Strategic Intent ? • Strategic Intent • A long-term goal that is ambitious, builds upon and stretches firm’s core competencies, and draws from all levels of the organization. • Typically looks 10-20 years ahead, establishes clear milestones • Firm should identify resources and capabilities needed to close gap between strategic intent and current position. ▲Identifying the Resource and Capability Gap

  4. Form & Impact of Strategic Intent Should not be a surprise – rather should state what is already known Inspire employees, customers, suppliers and public Guide decision making Be expressed in few words Pithy and credible Publicised

  5. Context History & Culture Ownership Structure Corporate Values Inspired guesses of the future Stakeholder Groups Strategic Intent Goals Vision Survival Profit Growth Shareholder Value Unique for this enterprise The Strategy Formulation Process Strategic Assessment Strategic Choice Strategic Intent in Practice Influences on Strategic Intent Leadership Acceptable to stakeholders Consistent with the history and culture of the enterprise Must stretch beyond its present aspirations and practices Will tend to be based on inspired guess of the future Includes both vision and goals

  6. Role of Leadership Influences on Strategic Intent • Inspirational leaders illustrate role • Highly visible • Strategic intent closely related to leader • Surrounded by people who agree • Hence vision widely understood and accepted • However, danger if vision become inappropriate

  7. Stakeholders influence Influences on Strategic Intent Model for analysing stakeholder power Extent of Power High Low Low High Inclination to exercise power Any group with an interest in the activities and results of the enterprise i.e., Shareholders (dominant stakeholders in commercial enterprises), Customers, Managers, Staff Influence tends to vary with the levers of power they hold - shareholders tend to be the most powerful Future direction and current actions often strongly determined by the directors’ view of the response of powerful stakeholders

  8. Impact of Context Influences on Strategic Intent • Organizational History and Culture • Recent events • Track record • Current performance • Merger residues • Ownership and power structure • Family firms • Founder(s) in residence • Personal goals and agendas

  9. Contrasting Views Influences on Strategic Intent • Model described so far is only one view. • 2 other views: • Impossible for an organization to have intent e.g. Cyert & March, Simon • Intent embedded in culture

  10. Discussion Questions • How is the idea of “strategic intent” different from models of strategy that emphasize achieving a fit between the firm’s strategies and its current strengths, weaknesses, opportunities and threats (SWOT)? • Can a strategic intent be too ambitious? • What do you think about the Views of Cyert & March, Simon? (Impossible for an organization to have intent )

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