Strategic Intent: Strategic Management Topic

1. Strategic Intent
Prabal Pratap Singh
16MBA 75

2. Strategic Management
 Strategic Management is defined as a dynamic
process of formulation, implementation,
evaluation and control of strategies to realize
the organization's strategic intent.

3. Strategic Intent
 It refers to purpose for what organization strive
for. Organization must define “what they
want to do” and “why they want to do”.

4. Hierarchy Of Strategic Intent
 Vision
 Mission
 Business Definition
 Business Model
 Objective

5. Vision
 A vision statement is a picture of what you
want to achieve.
 Vision as a realistic, credible, and attractive for
an organization.

6. Benefits of vision
 Good visions are inspiring.
 Good vision foster long term thinking.
 Good vision foster risk-taking and
experimentation.
 Vision empowers people and helps focus their
efforts.
 Vision brings change and hope for the future.
 Good vision is easily understood by those who are
responsible to convert it into reality.
 Good vision clarifies the direction.

7. Example
 BSNL Vision Statement
“To become the largest telecom service
provider in Asia.”

8. Mission
 Mission is a statement which defines the role
that an organization plays in a society.
“essential purpose of the organization,
concerning particularly why it is in
existence, the nature of the business it is
in, and the customers it seeks to serve and
satisfy.”

9. Characteristics of Mission
 Feasible
 Precise
 Clear
 Motivating
 Distinctive
 Indicates major components of strategy

10. Business Definition
 A clear business definition is helpful for
strategic management in many ways.
For instant, A business definition can indicate
the choice of objectives, helps in exercising a
choice among different strategic alternatives,
facilitate functional policy implementation and
suggest an appropriate organizational
structure.

11. Business Models
 A representation of a firm underlying core logic
and strategic choice for creating and capturing
value within a value network.
 Business models have an intimate relationship
with the strategy of an organization. Strategy
result in choices, a business model can be used
to help analyze and communicate these
strategic choice.

12. Objective
 Objectives represent a managerial commitment
to achieve specified results in a specified period
of time.
 Objectives are end results of planned activity.

13. “Objectives state what is to be accomplished
by when and should be quantified if
possible.”

14. Goals And Objectives
 Goals denote what an organization hopes to
accomplish in a future period of time. They
represent the future state or outcome of effort
put in now.
 Objectives are the ends that specifically how
the goals shall be achieved. They are concrete
and specific in contrast to goals that are
generalized.

15. Features of Objectives
SMART DUMB
S-Specific D-Doable(within power)
M-Measurable U-Understandable
A-Attainable M-Manageable
R-Relevant B-Beneficial
T-Time bound

16. Characteristics of Objectives
 Objectives should be understandable.
 Objectives should be concrete and specific.
 Objectives should be related to a timeframe.
 Objectives should be measurable and
controllable.
 Different objectives should be correlate with
each other.
 Objectives should be challenging.

17. Issues in Objective Setting
 Specificity
 Multiplicity
 Periodicity(Time bound)
 Verifiability(check whether feasible or not)
 Reality
 Quality

18. Factors affecting Objectives
 Forces in the environment.
 Reality of enterprise resources and internal
power relationship.
 The value systems of the top executives.
 Awareness by the management.