Strategic Intent
(Hamel Prahalad)

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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? Description

In 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 Attributes

Hamel and Prahalad provided the following three attributes of strategic intent: direction, discovery, and destiny.

  1. Sense of Direction. A particular point of view about the long-term market or competitive position that a firm hopes to build over the coming decade or so. It should be a view of the future and it should express a sense of direction which unifies and personalizes.
  2. Sense of Discovery. A strategic intent differentiates; it implies a competitively unique point of view about the future. It holds out to employees the promise of exploring new competitive territory.
  3. Sense of Destiny. Strategic intent has an emotional side; it is a goal that employees perceive as inherently valuable.

Typical three steps Strategic Intent Process

  1. Set the Strategic Intent, having all three characteristics stated above.
  2. Set the Challenges. Find appropriate challenges and communicate them to the entire workforce. These challenges are the means to achieve the Strategic Intent. For example: Suppose the Strategic Intent of Canon is: "Beat Xerox". A strategic challenge could be: Develop a home copier at a target price of $1000.
  3. Empowerment of the Strategic Intent. Key in any Strategic Intent process is: to realize that achieving (getting into) the Strategic Intent is a matter that involves everybody. The task of Top Management here is to "capture the wisdom of the ants hill": change the traditional downward communication style to an upward communication stream of new ideas coming from the entire organization.

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 -

Strategic Intent Forum
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  Setting the Challenge of Strategic Intent
Should the challenge (always) be declared publi...
  4 Dimensions of Strategic Intent
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  Measuring the Attributes of Strategic Intent
How to measure these three attributes: sense of di...
  Strategic Intent - 2 Quotes
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  Strategic Intent accommodates all sides
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  Strategic Intent Demands
Strategic Intent demands equal commitment from min...
  Strategic Intent Creates a Shared Obsesssion
The strategic intent concept helps to increase the...
  Intent-Intent Made strategic
Strategic intent provides for the right frame of d...
  You're Lost without Intent
Without strategic intent you are lost and as good ...
  Intent vs Strategic Values
Strategic intent must be underpinned by strategic ...

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Strategic Intent Education & Events

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Best Practices - Strategic Intent Premium

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Weaknesses of Strategic Intent

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

Three Functions of a Mission (Statement)

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Usage (application): Reasons for Creating a Mission (Statement)

Content of Value Statements

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Usage (application): Strategy, Leadership

3 Stages of Cultural Change

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Usage (application): Creating Cultural Change with Strategic Intent

Success Story of Benetton

The impact of a consistent Strategic Intent on an ...
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 shou...
Usage (application): Inside-out Corporate Strategy, Corporate Visioning

4 Types of Mission Statements

Missions that have been formulated by company's ca...
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’, acc...
Usage (application): Overcoming Constraints in Executing Strategic Intent

Impact on Performance

In a comparison of the performance of companies wi...
Usage (application): Strategy, Formulation Mission

Strategic Intent in No-Profit (Peter Drucker)

Peter Drucker, famous management guru once ...
Usage (application): Motivate by Strategic Intent

Strategic Intent and Organizational Culture

When companies start adopting the Strategic Intent...
Usage (application): Effects of Implementation

Strategic Intent Examples

- Dr. Robert Barthelemy, Program Director of the N...
Usage (application): Practical Cases

Resources - Strategic Intent Premium

Perspective: Biography Prahalad (1941-2010)

A short biography on C.K. Prahalad's career and id...
Usage (application): Developing a Broader Perspective towards the Ideas of Prahalad

Strategic Intent

Short article on Strategic Intent....
Usage (application): Short Summary

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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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