Strategic Intent[战略意图]
(Hamel Prahalad)

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使企业的战略目的的与战略手段相和谐。 Hamel Prahalad的Strategic Intent[战略意图]解析。 (‘89)

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1989年,Gary Hamel和C.K. Prahalad的一篇标题为《战略意图》(Strategic Intent)的文章,引起了战略观念的突破,具有划时代的意义, 这篇文章当时发表在了《哈佛商业评论》上。 Hamel和Prahalad认为,企业若想达到成功,必须在企业内部大力宣传自己的战略意图,实现企业战略目的与战略手段的和谐。


什么是战略意图? 释义

Hamel和Prahalad为战略意图所下的定义是: 一个雄心勃勃的宏伟梦想,它是企业的动力之源, 它能够为企业带来情感和智能上的双重能量,藉此企业才能迈上未来的成功之旅。 如果把企业的战略体系架构(即包括功能配置、竞争力获取、资源重组在内的高端蓝图)比喻为企业的大脑的话,那么战略意图则是企业的心脏。 战略意图应该表现出一种迎接未来挑战的张力——当前的资源与能力不足以完成企业所面临的任务和挑战。
 

战略意图的属性

Hamel和Prahalad认为战略意图具有以下三个方面的属性: 方向、发现和命运。

  1. 方向的感觉(Sense of Direction。 企业对于构建今后十年左右的市场和竞争地位的观点。 它是企业对于未来的看法,为企业提供统一的、深入人心的方向感。
  2. 发现的感觉(Sense of Discovery。 战略意图要能够于各种资源、能力中区分出: 着眼于未来的独特竞争能力。 它能够带领企业员工去探索新的竞争天地。
  3. 命运的感觉(Sense of Destiny。 战略意图还有一定的情感成分, 它能够让员工感知到其内在价值。

战略意图流程的三个步骤

  1. 制定战略意图。全面包含上述三个方面的属性。
  2. 设置挑战。 寻找和认定企业所将面临的适当的挑战,并与全体员工对此展开沟通交流, 使他们深信不疑,随时准备迎接挑战。由此,这些挑战就转变成了实现企业战略意图的手段和动力。 例如: 假设加能公司的战略意图是 “击败施乐”, 面临的一项挑战可能是 开发价格在1000美元左右的家用复印机。
  3. 战略意图授权。 战略意图执行过程中, 必须要认识到实现战略意图要靠企业每一个员工的参与。 此时,企业高管的任务是汲取众人的智慧: 变传统的下行沟通方式为上行沟通方式,从企业内部不断获取新的思想和主意。

这种企业战略,或者更宏观地说,这种战略思维方式产生于二战后日本企业戏剧性上升的大背景之下。 二战后,日本经济迅速崛起,逐渐实现了其主宰世界市场的野心。当时,在西方社会看来,日本的这一战略意图是极不现实的, 不管是从日本的资源来看,还是从其竞争能力来看。 但是,在这个社会内部的各个层面,确实就产生了并持续保持着这么一股强烈的在经济领域赢取世界的意图, 这个宏伟的战略意图最终成为日本企业用10-20年夺取全球市场领袖地位的竞争基础。


参考书: Hamel & Prahalad - Competing for the future [中译本《竞争大未来》,北京昆仑出版社,1998] -


战略意图论坛
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  4 Dimensions of Strategic Intent
Strategic Intent has four key dimensions and it is important to discern their inter-relatedness and distinctness at the same time. The Four Dimensions of Strategic Intent are:
1. The Desired Future State
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  Measuring the Attributes of Strategic Intent
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  Strategic Intent - 2 Quotes
I like 2 sentences about S.I. From Competing for the Future:
Page 148: ".. Strategic intent aims to create employee excitement, not just employee satisfaction", and
Page 142 &ff: "direction, discovery and destiny. These are the attributes o...
     
 
  Strategic Intent accommodates all sides
It is hard to translate individual strategies of people in a company into corporate strategies. That is why a company has to have strategic intent in order to synergize individual concepts and competencies in running a task. Intent will affect the st...
     
 
  Strategic Intent Demands
Strategic Intent demands equal commitment from mind, body, and soul. Its an obsession. It is to walk thro the journey with clear-cut agenda to reach the destination of ultimate supremacy, distinct leadership, sustainable competitive advantage, domina...
     
 
  Strategic Intent Creates a Shared Obsesssion
The strategic intent concept helps to increase the abilty of an organization to achieve its strategic purpose by creating a strong shared desire or even obsession across the organization to achieve it....
     
 
  Intent-Intent Made strategic
Strategic intent provides for the right frame of direction as well as geared towards the achievement of the company's common destiny as opposed to commonly observed motivations of success in most management cases that at some point, their direction i...
     
 
  You're Lost without Intent
Without strategic intent you are lost and as good as travelling in the dark without a torch. Strategic intent provides one with the weapon to overcome future hurdles....
     
 
  Intent vs Strategic Values
Strategic intent must be underpinned by strategic values. The corporate world must understand that an obsession to win or achieve strategic intents notwithstanding, clear and 'sacred' strategic values should not be compromised in achieving these stra...
     
 

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Expert Tips (ENG) - Strategic Intent 高级帐户
 

Weaknesses of Strategic Intent

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Usage (application)Strategic Intent Compared to Vision, and Mission
 
 
 

Three Functions of a Mission (Statement)

Defining the mission statement is a major part of the strategic planning process. A mission has three functions or goals:
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Content of Value Statements

Common Topics in organizations value statements, include:
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In his 1994 paper "Leadership and Strategic Intent" Charles E. Smith identified three main stages in the process of cultural change using the Strategi...
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Success Story of Benetton

The impact of a consistent Strategic Intent on an organization can be better understood analyzing the success story of a well known multi natio...
Usage (application)Impact of Strategic Intent on Organanizational Success
 
 
 

A Corporate Theory: Long-term Handhold and Guidance in Turbulent Times?

According to Professor Todd Zenger, companies should focus less on competitive advantage (this isn't what really interests stock markets). Instead cor...
Usage (application)Inside-out Corporate Strategy, Corporate Visioning
 
 
 

4 Types of Mission Statements

Missions that have been formulated by company's can be very different from each other, depending on their goals / functions. Klemm did a search on 59 ...
Usage (application)Which Type of Mission Statement is Right for Your Firm?
 
 
 

Dealing with Barriers in Strategic Intent

Thinking about a future that is unthinkable, according to current standards, raises immediately the image of the practical difficulties that separat...
Usage (application)Overcoming Constraints in Executing Strategic Intent
 
 
 

Impact on Performance

In a comparison of the performance of companies with high-content mission statements versus those with low-content mission statements, Pearce and ...
Usage (application)Strategy, Formulation Mission
 
 
 

Strategic Intent in No-Profit (Peter Drucker)

Peter Drucker, famous management guru once said: The best management practice and most innovative methods now come from the Girls Scouts and t...
Usage (application)Motivate by Strategic Intent
 
 
 

Strategic Intent and Organizational Culture

When companies start adopting the Strategic Intent concept initially that didn't change much. In a first stage what really changes will be the inte...
Usage (application)Effects of Implementation
 
 
 

Strategic Intent Examples

- Dr. Robert Barthelemy, Program Director of the National AeroSpace Plane Program, NASP was willing to create and manage an organization that will ...
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比较:  Ashridge Mission Model[Ashridge使命模型]  |  Value Based Management[价值管理]  |  Core Competence[核心竞争力]  |  Bottom of the Pyramid[金字塔底层]  |  Moral Purpose[道德目的]  |  Clarkson Principles[克拉克森原则]  |  Intrinsic Stakeholder Commitment[内部相关者认同]  |  Strategic Stakeholder Management[利益相关者战略管理]  |  Seven Surprises[七大惊奇]  |  Stakeholder Value Perspective[利益相关者价值观]  |  Shareholder Value Perspective[股东价值观]  |  Spiral Dynamics[螺旋动力学]  |  Co-Creation[共同创造]


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