HIERARCHY-OF-STRATEGIC-INTENT._-GROUP-TWO (1).ppt

MEMBERS OF GROUP 2
1.Roy Opata-ABBM/08044P/2023
2.Fatuma Sharamo-ABBM/07252P/2023
3.Victor Kiprono-ABBM/07139P/2023
4.Caroline Mwai-ABBM/08381P/2023
5.Victor Murimi-ABBM/07131P/2023
6.Sandra Moige-ABBM/08381P/2023
7.Nicholas Kipkales-ABBM/08384P/2023
8.Christopher Onyango-ABBM/07141P/2023

INTRODUCTION :
Hierarchy of strategic intent lays the foundation of strategic management it gives an
idea of what the organization wants to achieve in the future. The phrase "strategic
intent" refers to the aspirational goals, overarching objectives, or anticipated course of
action required to realize an organizational vision. An organization's requirements,
goals, and strategic intent lead to positive development. It is a compelling statement
that describes a perspective of the means which will lead the organization to reach the
vision in the long run. It answers the questions what the organization stands for, where
the organization is going, if the current strategy is in line with the organizations final
destination, what is the ultimate goal and what does the organization want out of it. It
indicates the long term market position which the organization desires to occupy and
create an opportunity of exploring new possibilities. It offers a sense of direction, or a
specific viewpoint of a long-term market or competitive position that the firm aspires to
reach and hold. Additionally, it guarantees that the members of the organization will get
knowledge about other businesses operating in the same industry, implement best
practices, and identify potential future dangers hence giving them a sense of discovery.
Strategic intent gives a worthwhile goal which can be focused across the organization.
Therefore, the strategic intent can be involved in creating and communicating a vision,
designing a mission statement, defining a business and setting the objectives in the
organization.

VISION
It’s a clear and compelling statement of the purpose or goal of a business
fundamental nature. It represents the highest level and outlines the long-term
aspiration and purpose of an organization. It provides a broad and inspiring image of
the desired future state. Serves the purpose of starting what an organization wishes
to achieve in the long run. A firm’s vision articulates the inspirational view of where
the firm wants to be. A vision may sound as easy as scribbling down a few broad
statements. But it’s not that simple since the future is uncertain. A good vision takes
into account what kind of new trends or shocks an industry might experience.

MISSION
This is a concise statement that defines the fundamentals, purposes, and
values of any given organization. It typically gives a gateway on how the
organization exists, why it exists and who it serves and the core
principles guiding its actions. In organization's missions are taken as the
spear headers representing up the core values and the survival purposes
of an organization. It also answers the questions "why do we exist?" or
rather explain to why the business exists. Missions are helpful to
shareholders and investors as they strive to understand the company's
reasons for existence. Missions' statements provide a broad overview of
the organization's overall directions, aspirations, and precisely
measurable objectives to be met. It's therefore a key role for firms to
keep mission as they serve to keenly maintain up day to day goals and
customer focus.

.
BUSINESS DEFINITION
Business refers to a dynamic and organized endeavor where
individuals or entities engage in the creation, exchange, or
provision of goods and services to meet societal needs and
desires. The overarching goal is typically the generation of profit,
achieved through a number of activities like production,
marketing, and financial management. Businesses operate within a
complex framework, navigating legal, economic, and ethical
dimensions. The multifaceted nature of business highlights its
adaptability and responsiveness to market forces, technological
advancements, and societal changes

Goals and objectives
a) Goals
Organisational goals refer to the ideal situations to be achieved
in undefined time-duration in future. These goals direct the
daily activities and decisions. Organisational goals provide the
standards to measure the performances for achieving the
wide-ranging objectives. These are the targets that convert the
vision and mission into reality. Goals help in portraying a
positive image of the organisation in the industry. It plays an
important role in maintaining public relations and encourages
support from various groupsFeatures of Goals :

The goals of an organization are characterized as follows :
1) Specific :
2) Realistic and Challenging
3) Time Constraint :
4) Measurable :
5) Level-Oriented Goals : .
6) Commitment :
Types of Goals :
1) Official Goals : Official goals are the common objectives of the
organization.
2) Operative Goals : Operative goals indicate the actual targets that an
organization wishes to achieve.
3) Operational Goals : These goals are set by the middle level managers
for supervising or controlling the subordinates.

b)Objectives :
Objectives are states or outcomes of behavior that are
desired. Strategic objectives are those aims that are
formulated to bring major changes in response to the
changes, competition, and issues in the environment
Strategic objectives are the specified targets to be achieved
in a stipulated period of time. These objectives help the
managers in evaluating performances of the employees in
term of quality and quantity. Strategic objectives answer
the questions like what to achieve, how much to achieve,
when to achieve, how to achieve and who must achieve it..

Attributes of Strategic Intent
Strategic intent defines the nature of the path which an organisation needs
to follow in order to secure the long-term strategic position that is to be
achieved (accomplished) by the organisation. According to Hamel and
Prahalad, if the organisation clearly communicates its strategic intent, then
each activity would have precise and consistent purpose. Strategic intent has
the following attributes :
1) Sense of Direction :
The sense of direction defines where the organisation wants to go in the
future and why. Every organisation requires a significant, steady, and
common end. These ends should be valuable and necessary for the
organisation. The environment and market for business changes very
frequently and hence the strategic decisions should not be based on these
short-term motives, else the efforts made by the organisations become
inconsistent and fail to achieve the desired future state. A proper set
direction helps organisation to achieve its long-term strategic intent.

2) Sense of Discovery:
The sense of discovery refers to the ability of inspiring the
employees for innovation and creativity. This is necessary because
the employees. The strategic intent should motivate the employees
to perform the challenging tasks and explore new concepts. It
should introduce new dimensions in the organization and innovate
superior ways to achieve them.
3) Sense of Destiny:
The sense of density refers to the ability of the strategic intent to
provide meaning to the existence of the organization. It should be
able to create a sense of respect among the organizational
members. Thus, strategic intent must be meaningful for the
employees and have the capability to set proper direction for them

Important of Strategic intent
1. It helps businesses focus on their long-term goals. They can
be more creative in developing ways to achieve these goals,
and they will be more likely to find successful strategies if they
have a clear picture of what they want to achieve.
2. It allows businesses to make decisions with clarity and
certainty. They know what they are trying to achieve, and
they can plan accordingly. This allows them to take action
quickly and efficiently, which is essential in today’s fast-paced
world.
3. strategic intent enables businesses to set high expectations
for themselves and their employees. They know what they
need to do in order to reach their goals, and this sets the
stage for success

CONCLUSION
In this unit, we have delved into fundamental concepts such as
strategic intent, stretch, leverage, and fit. The importance of
vision and mission statements is emphasized, with examples
provided to illustrate their significance in guiding
organizational direction. The three dimensions of business
definition are explained, contributing to a holistic
understanding of how organizations define their scope and
purpose.
We have also addressed the critical task of evaluating the
quality of vision statements, mission statements, and business
definitions, underlining the importance of clarity and alignment
with organizational goals. A connection is drawn between
business models and strategy, highlighting the interdependence
of these elements in shaping organizational success

CONCLUSION….
The role and characteristics of objectives are discussed in
detail, shedding light on their pivotal role in strategic
management. We outline the objective-setting process and
emphasizes the need for well-formulated objectives, drawing
a distinction between effective and poorly articulated ones.
Finally, we explore the significance of critical success factors
in setting objectives, recognizing them as key determinants
of strategic goal achievement. Through this comprehensive
exploration of strategic management concepts, we equip
readers with the knowledge needed to navigate the
complexities of organizational strategy and planning.

REFERENCES
Strategic Intent
Book by C. K. Prahalad and Gary Hamel (1989)
Hamel, G. and C.K. Prahalad (1989). Strategic Intent , Harvard Business Review (65) 3: 63-
― ‖
76.
Hamel, G. and C.K. Prahalad (1989). Strategy as Stretch and Leverage , Harvard Business
― ‖
Review (69), 2: 75-84.
Kotter, J.A. (1990). Force for Change: How Leadership Differs from Management (London:
Free
Press).
El-Namaki, M.S.S. Creating a corporate vision , Long Range Planning (25) 6: 25-29.
― ‖
Miller, A. and G.G. Dess (1996). Strategic Management , 2nd edition, (New York:
― ‖
McGrawHill), p. 6.
John McGee, Howard Thomas, Strategic management journal 7 (2), 141-160, 1986
Strategic management, formulation, implementation and control” McGraw Hill ,12th Edition
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