Strategic Intent Definition

PRINCIPLES OF MANAGEMENT
TERM PAPER
STRATEGIC INTENT

Submitted by-
Christine J Mohan
B1529
MBA-B
RCBS

INTRODUCTION

“Strategic intent” in simple words is a non-confined or non-restricted ambition of a company or organization. Strategic intent is a term associated with the human resource management. Strategic intent is a new model of strategy to revitalize the performance of various companies or organizations. Strategic intent is not a static approach unlike various other strategies. Strategic intent has a zest of dynamism. When the concept of strategic intent was introduced by Gary Hamel and C. K. Prahalad, many business analysts stated that a new major strategic force had arrived in the field of management.
Managers in today’s corporate

Moreover Komatsu was never known much outside their homeland Japan.Moreover Komatsu relied upon the single product line of bulldozers for the company’s revenue. The organisation has to establish a criterion for charting its progress in the application of the strategic intent. The criterion established by the company komatsu was to “encircle caterpillar”. Strategic intent provides consistency to short term actions leaving space for reinterpretation when new opportunities emerge. To fulfil the established criterion of “encircle caterpillar”, Komatsu had devised various medium term programs to build certain particular competitive advantages. Most of the companies assess the tactical advantages of their competitors which are not a feasible way of determining the strength of the competitors; instead the companies should assess the competitive advantages of their competitors. Caterpillar too failed to realise the competitive advantages of their Japanese competitor Komatsu. When the company Caterpillar tried to establish a base in Japan, the homeland of komatsu, the Japanese competitor komatsu immediately improved the quality of products and reduced the costs without compromising on the quality. Komatsu also started to create new products which were above the standards of Caterpillar. Thus by adopting various measures it could curb the invasion of the western company Caterpillar into Japan.Komatsu had started

Canon had changed the terms of competitive engagement. The success story of canon showed that there is a great distinction between the barriers of imitation and barriers of entry. Other companies such as IBM and Kodak had to fight with the competitor Xerox for overcoming the barriers of imitation whereas canon had to overcome the barriers of entry rather than the barriers of imitation. Overcoming the barriers of imitation is a tedious task. The costs incurred by the competitors IBM and Kodak for overcoming the barriers of imitation was very high. Since the copier company Canon did not have to overcome the barriers of imitation, the cost incurred by canon was less when compared to the cost incurred by IBM and Kodak. The end result was that IBM withdrew them from the copier business since it couldn’t keep up with the Xerox Company. Kodak Company became a distant second place in the copier business. Canon became a leader in the copier