Strategic intent refers to the purposes the organization strives for. These may be expressed in terms of a hierarchy of strategic intent. Broadly stated, these could be in the form of a vision and mission statement for the organization as a corporate whole. At the business level of a firm these could be expressed as the business definition. When stated in precise terms, as an expression of the aims to be achieved operationally, these may be the goals and’ objectives. Here you take the position that strategic intent lays down the framework within which firms would operate, adopt a predetermined direction, and attempt to achieve their goals. But the term strategic intent has a definite meaning in strategic management. Let’s first see the meaning and some associated concepts before you learn about the hierarchy of strategic intent. Understanding strategic Intent Lets discuss who coined strategic intent. Hamel and Prahalad coined the term ‘strategic intent’ which they believe is an obsession with an organizational obsession with having ambitions that may even be out of proportion to their resources and capabilities. This obsession is to win at all levels of the organization while sustaining that obsession in the quest for global leadership. They explain the term ‘strategic intent’ like this:
“On the one hand, strategic intent envisions a desired leadership position and establishes the criterion the organization will use to chart its progress. At the same time, strategic intent is more than simply unfettered ambition. The concept also encompasses an active management process that includes: focusing the organization’s attention on the essence of winning, motivating people by communicating the value of the target, leaving room for individual and team contributions, sustaining enthusiasm by providing new operational definitions as circumstances change and using intent consistently to guide resource allocations.”
Hamel and Prahalad: coined the term ‘strategic intent’ which they believe is an obsession with an organizational obsession with having ambitions that may even be out of proportion to their resources and capabilities. This obsession is to win at all levels of the organization while sustaining that obsession in the quest for global leadership. They explain the term ‘strategic intent’ like this:
“On the one hand, strategic intent envisions a desired leader- ship position and establishes the criterion the organization will use to chart its progress. At the same time, strategic intent is more than simply unfettered ambition. The concept also encompasses an active management process that includes: focusing the organization’s attention on the essence of winning, motivating people by communicating the value of the target, leaving room for individual and team contributions, sustaining enthusiasm by providing new operational definitions as circumstances change and using intent consistently to guide resource allocations.”
Hamel and Prahalad quote several examples of global firms, almost all of American and Japanese origin, to support their view. In fact, the concept of strategic intents evident from their path breaking article, published in 1989 in the Harvard Business Review seems to have been proposed by them to explain the lead taken by Japanese firms over their American and European counterparts.
Yet, strategic intent has wider implications and carries a lot of meaning for the strategic management of firms. There is merit in their view as business groups and companies, which have aspired for global.
