Defining and Evaluating the Concept of Strategic Intent

Strategic Purpose is one of the brand new concepts in neuro-scientific Strategic Management, which includes brought major changes in the functioning style of every organization and is also in charge of many breakthroughs. It identifies the obsession that organizations usually term as "win it all" even although dreams out-proportion the resources and functions. This idea has in past made many organizations way more successful than the one in former with same amount of resources and capacity. Now as competition gets global and tougher it is very important that companies not only understand this revolutionary idea but also instil methods within the organization that makes the target look always in reach. This content tells in detail what Strategic Objective is and exactly how it can be implemented within an organization.

Keywords: Strategic Intent; Obsession; Planning, Imitation


Strategic Intent refers to a "high level declaration of the means by which an company achieves its Eyesight". Today Managers in different organisations are working hard to match the competitive good thing about their global competitors but in order to do the same the majority of them finish up only imitating what their competitors have already applied. Imitation doesn't really create the Strategic Objective as competitors have previously perfected those techniques and also have exploited the first mover advantages. Hence mere imitation doesn't lead to competitive revitalization. Strategic Intent drives organisations, individuals and teams to meet the concern of change running a business today.

Companies which have become global leaders in past 20 years had ambitions which were out of proportion to their resources and capacities but they experienced created and obsession to "get it all" which obsession is what may be referred to as Strategic Intent. Tactical intent captures the substance of earning, is stable over time, and collections goals that should have personal effort and commitment. At the same time Strategic Purpose has far more in it than just an obsession to win everything because there have been companies in recent which possessed an ambitious Strategic Objective but failed to achieve the desired goals. Success sees it's from purpose, so it is important to clarify one's purpose or intent and then to find out the action relative to the intentions. This helps creating the results one desires. Strategic Intent draws on lots of disciplines to personalise the way onward that works for the company.


Strategic Intention as a concept was born in Post-World battle II Japan when it considerably surfaced as world innovator in current economic climate. Japanese Organizations got place goals for themselves that may have been considered by most of the American Organizations of that time as highly unrealistic. But with hardly any resources and highly committed labor force Japan was then in a position to lay the building blocks for 10-15 many years of leadership in terms of economy. From Japan only world learnt how to outperform everyone else even when resources are few and issues & aspirations huge.

Strategic Objective is not Tactical Planning

Mostly people mistake "Strategic Objective" with "Strategic Planning" which are actually poles apart. Strategic Planning may cause competitive drop if not supported with Strategic Intention. Strategic Planning is bound by the availability of resources and capacity and searches for feasibility and viability but on the other hands Strategic Intent targets the "end" and means are left to be adaptable.

If one will a deep research it becomes plainly noticeable that Strategic Objective is a long term concept motivated by Corporate Difficulties as a middle term strategy, which in turn is carried ahead by Competitive Advancement in a nutshell term. Hence at most basic ground level Strategic Intent is dependant on the Competitive Technology to be completed necessarily.

Classification of Strategic Intent

If we have to broadly divide Strategic Objective into subdivisions then we might classify it into three parts, namely, Stretch out, Leverage and Fit. Stretch out stresses on the basic classification of Strategic Intention as to stretch out the resources and capabilities to the extent that accomplishment of end is guaranteed. Here the basic stands exactly like we have discussed since the start that there is always a misfit between your resources and aspirations but equating this out-proportioned formula is what refers to the Stretch.

Second is Leverage, which identifies the situation where resources are leveraged by accelerating the tempo of firm learning in order to attain impossible goals. Here key success factors are may, namely, Concentration, Build up, Complementing and Conservation and Recovering. And Third is Fit which refers to the situation where ideally resources have been offered in such a manner so that advanced of Dreams may be easily achieved with help of resources available.

Attributes of Strategic Intent

There are three major characteristics of Strategic Intention, namely Sense of Route, Sense of Breakthrough and Sense of Destiny. Here the first feature, Sense of Path, refers to the "Long-Term Market or Competitive Position". For example, we might consider the situation of Cannon and Xerox, that are rival corporation in the photocopier field for decades now. If we speak of Canon, its permanent competitive position, put in simple conditions, should be "Beat Xerox".

Second attribute which is the Sense of Breakthrough refers to "the competitively unique perspective about future. It says that Strategic Purpose is differentiated because here in this case the employees are affiliated and they're convinced about the idea of Strategic Intent". For example, employees of your company are taught about the concept and they're able to guarantee higher personal and professional goals to themselves.

Last however, not the least attribute is the Sense of Future identifies the emotional advantage that is associated with the Strategic Purpose. This needs Strategic Purpose to an all-together new level by like the employee's emotions with the organization aspirations. This leads to an around harmonic progress for everyone.

Theories of Strategic Intent

Strategic Intent can also be defined as a compelling affirmation about what you do and what your location is going. As mentioned previously it's really greater than a affirmation; it becomes a core aspect in the motivational DNA of the business or individual. Strategic Intent answers the question: "Exactly what are we trying to accomplish?"

Yet Strategic Purpose is insufficient alone and this is actually the twist in the entire story. There should be commitment and assistance. Excellent leaders acknowledge there are different "Styles" in their corporation. Think of these styles: Forceful, Cooperative, High Composition, Command line and Control, High Energy body contact right from the mosh pit. How can these significantly different styles interact? This is the question that needs to be answered by most of the organizations for effective execution of Strategic Objective. It is important to create an understanding of both, home and more.

What does Strategic Objective do???

Strategic intent includes the substance of winning, is highly steady as time passes, and sets targets that are worthy of personal work & commitment. It is a eyesight that explains the desired command position of a company and grounds the goals by which success can be evaluated. Moreover, it takes an active management to target organizational attention at every level in the organization on the "essence of attaining the target". Employees in a company that happen to be grounded in proper purpose have the same objective of beating your competition, being the best, being the marketplace leader, etc. Strategic intention accomplishes this by setting objectives that require personal attempts throughout the organization and produce a team-commitment to targeted objectives. Strategic purpose should be regular over time, should provide short-term stability to give attention to actions, while allowing longer selection of flexibility to use good thing about newer opportunities without sacrificing the "strategic objective" itself.

Managing the organization Challenges

As discussed before, implementing strategic purpose needs a firm to stretch features and resources to meet and earn corporate challenges. A company sets its strategic intent to be always a market leader soon finds it does not contain the resources or functions or the capacity to meet its target.

Hence the organization must increase learning, to create new advantages, and become more progressive in the utilization of resources so as to compete against market leaders and become one in credited course. Corporate challenges then stretch the organization to realise and analyse competition and understand their industry's evolution. Such analysis contributes to competitive opportunities and recognizes the competitive advantages that are needed for ultimate success.

How to Implement Strategic Intention???

It is a three step process where the first step starts with preparing the strategic intention which is aimed at setting up all the three traits discussed earlier, specifically, direction, finding and future, right. This refers to having clearness of what actually the business intends to be in all respects.

Second step is to create the challenges which should be appropriate and communicated to everyone in the organization effectively. For example, Canon, to be able to beat Xerox, had place a challenge concerning come up with a Home Copier which will set you back $ 1000.

Third and last step is the empowerment of Strategic Intent and here the key is to require everyone. Downward and upward communication of ideas should be free-flow and everyone's thoughts and opinions should be given substantial importance. Here the word empowerment is used in a vary holistic manner so as to encompass both individuals and group.


The crux of whole report is the fact top management must involve all levels of the business in acquiring global competitiveness. Managers will need to have a idea in their capability to succeed in gaining the strategic objective by ensuring uniformity in vision along the organization. Managers should motivate the organization, should concentrate attention long enough to vitalize new functions, and should trust their own abilities to involve the entire group in the revitalization versus an incremental change strategy. It is only when the whole organization is involved & focused on success can the business become a global leader.


Gary Hamel and C. K. Prahalad defined Strategic Intent as "an ambitious and compelling desire that energises and that provides the emotional and intellectual energy for the trip to the fuuture"

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