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Strategic Intent
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Reconciling the purpose of a company with its means. Explanation of Strategic Intent of Hamel and Prahalad. ('89) |
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In 1989, Gary Hamel and C.K. Prahalad created an upheaval with their article entitled "Strategic Intent". It was published in the Harvard Business Review. Hamel and Prahalad argue that in order to achieve success, a company must reconcile its purpose (end) with its means through Strategic Intent.
What is Strategic Intent? DescriptionIn their book, Hamel and Prahalad define Strategic Intent as: an ambitious
and compelling dream that energizes; which provides the emotional and intellectual
energy for the journey to the future. If strategic architecture (a high-level
blueprint for the deployment of new functionalities, the acquisition of new
competencies or the migration of existing competencies, and the reconfiguring
of the interface with customers) is the brain, strategic intent is the heart.
It should express a feeling of stretch (challenge) - that current resources
and capabilities are not sufficient for the task. Strategic Intent AttributesHamel and Prahalad provided the following three attributes of strategic intent: direction, discovery, and destiny.
Typical three steps Strategic Intent Process
The background of this approach for corporate strategy, and strategic thinking in general, was the dramatic post-war ascent of Japanese companies. The Japanese economy increasingly dominated the world markets, by having initial ambitions that in the West would have been considered highly unrealistic. Unrealistic regarding their resources and capabilities. An obsession for winning was created and sustained at all levels of the organization. Thus the basis was created for a 10- to 20-year quest for global market leadership.
Book: Hamel & Prahalad
- Competing for the future -
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Compare with Strategic Intent: Ashridge Mission Model | Value Based Management | Core Competence | Bottom of the Pyramid | Moral Purpose | Clarkson Principles | Intrinsic Stakeholder Commitment | Strategic Stakeholder Management | Seven Surprises | Stakeholder Value Perspective | Shareholder Value Perspective | Spiral Dynamics | Co-Creation
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| § Stephen Ryan (England) | Intent, Vision and Mission | "Strategic intent is the intuitive spirit that positions and re-positions. Vision is the image of the desired result. Mission is the journey that moulds strategic intent with vision." | |
| § Editor (Netherlands) | Intent, Mission, Vision | "See also the Dictionary (menu: Find a Term A-Z) for an explanation of all of these terms." |
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