Hierarchy of Str Intent

8/4/2019 Hierarchy of Str Intent

1/40

Prepared by

Altaf Surya

Almas Syed

Arafat Thote

Faizan Khan


2/40

By strategy intent we refer to the purposes

the organisation strives for.

Here we take the position that strategic

intent lays down the framework within whichfirms would operate, adopt a pre determine

direction, and attempt to achieve their

goals.

But the term strategic intent has a definitemeaning in strategic management.


3/40

CK Prahald and Hamel coined the term strategic

intent to indicate an obsession of an

organization, some times having ambitions that

may even be out of proportion to their resources

and capabilities.

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 itsprogress. At the same time, strategic intent is

more than simply unfettered ambition.


4/40

The concept also encompasses an active

management process that includes focusing

the organisation attention on the essence of

winning, motivating people bycommunicating the value of the target,

leaving room for individual and team

contribution, sustaining enthusiasm by

providing new operational definition as

circumtances change and using intent

consistently to guide resource allocation.


5/40

Indian business groups and

companies ranking high onstrategic intent


6/40

VISION 2007

To seize the opportunities of tomorrow andcreate a future that will make it an economicvalue added positive company

To continue to improve the quality of life of ouremployees and the communities we serve

Revitalize the core business for a sustainablefuture

Venture into new businesses that will own ashare of our future

Uphold the spirit and values of Tatas towardsnation building.


7/40

MISSION STATEMENT

Consistent with the vision and values of the founderJamshetji Tata, Tata Steel strives to strengthenIndias industrial base through the effectiveutilization of staff and materials. The means

envisaged to achieve this are high technology andproductivity, consistent with modern managementpractices.

Tata Steel recognizes that while honesty and integrityare the essential ingredients of a strong and stableenterprise, profitability provides the main spark for

economic activity. Overall, the Company seeks to scale the heights of

excellence in all that it does in an atmosphere freefrom fear and thereby reaffirms its faith indemocratic values.


8/40

STRATEGIC GOALS

Move from commodities to brands

EVA positive core business

Continue to be lowest cost producer of steel

Value creating partnerships with customers

and suppliers

Enthused and happy employees

Sustainable growth


9/40

STRATEGY

Manage knowledge

Outsource strategically

Encourage innovation and allow the freedom tofail

Excel at TBEM: The Tata Business ExcellenceModel

Unleash peoples potential and create leaders

who will build the future Invest in attractive new businesses

Ensure safety and environmental sustainability

Divest, merge and acquire


10/40

Stretch is a misfit between resources andaspiration.

Leverages refers to concentrating, accumulating,complementing, conserving, and recoveringresources in such a manner that a meagreresource base can be stretched to meet theaspirations that an organisation dares to have.

The idea of stretch is diametrically opposite tothe idea of fit that means positioning the firmby matching its organisational resources to its

environment. Under fit, the strategic intent would seem to be

more realistic; under stretch and leverage itcould be idealistic.


11/40

Strategic intent ofIndian Oil


12/40

UNDERSTANDING VISION

A vision is more dreamt of than it is

articulated. This is the reason why it is

difficult to say what vision an orgaisationhas.

DEFINING VISION

Kotter defines it as a description of something

(an organisation, corporate culture, abusiness, a technology, an activity) In the

future.


13/40

Parikh and Neubauer says:-

Good visions are inspiring and exhilarating

Visions represent a discontinuity , a step function anda jump ahead so that the company knows what it isto be

Good visions help in the creation of a commonidentity and a shared sense of purpose.

Good visions are competitive , original and unique.They make sense in the in the marketplace as theyare practical.

Good visions foster risk taking and experimentation Good vision foster long term thinking

Good visions represent integrity , they are trulygenuine and can be used for the benefit of people


14/40

According to Collings and Porras, a well-

conceived vision consistes of two major

components:

1. Core Ideology &2. Envisioned Future


15/40

Kumaramangalam Birla said

This is the first step in achieving the groups

vision for the next millennium. We hope to

grow each company in revenues and earningsthrough a focus leadership in the areas they

operate in.


16/40

UNDERSTANDING MISSION

Mission is a statement which defines the role

that an organisations plays in a society.

DEFINING MISSION

Thompson (1997) defines as essential purpose

of the organisation, concerning particularly

why it is in existence, the nature of thebusiness(es) it is in, and the customers it

seeks to serve and satisfy.


17/40

Most organisations derive their mission

statements from a particular set of tasks

they are called upon to perform in the light

of their individual, national or global

priorities.

Mission statement could be formulated on

the basis of the vision that an entrepreneur

decides on in the initial stages of anorganisations growth.


18/40

Eicher Consutancy

HCL

Marico IndustriesRanbaxy Laboratories

Unit Trust of India


19/40

A Mission Statement define the basic reason for theexistence of that organization

Features

1.It Should be Feasible

A mission should always aim at high but it should not bean impossible statement.

2.It Should be precise

A mission Statement Should not be narrow as to restrictthe organization's activities & nor it be too broad tomake itself meaning less.

3. It should be clearA mission should be clear enough to lead action.

4.It should be motivating

A mission statement should be motivating for membersof the organization and of society


20/40

5.It Should be distinctive

A mission statement which is indiscriminate is

likely to have little impact

6.It should indicate major Component ofStrategy t be adopted

7.It should indicate how objectives are to be

accomplished


21/40

Eicher Consutancy

HCL

Marico IndustriesRanbaxy Laboratories

Unit Trust of India


22/40

Understanding business vital to defining it

and answering the question-

What is our business?

What will it be?What should it be?


23/40

Understanding theBusiness of Timekeeping


24/40

Society

Society

Business organization

Product

Consumer goods

Consumer durable

Non-specialty

Chronometers

Wristwatches

Service

Industrial goods

Consumer non-durable

Specialty goods

Other products

Other types of watches

Other organization


25/40

Customer Functions

Customer Groups Alternative Technologies


26/40

1. Customer groups are individual customer

and industrial users.

2. Customer functions are of finding time,

recording time, using watches as afashionable accessory and as a gift item.

3. Alternative technologies are of the

mechanical, quartz digital and quartz

analog types.


27/40

Goals and objectives setting

at canara bank.


28/40

A single business firm is active in one area so

its business definition simple

a large conglomerate, operating in several

businesses, would have a separate definitionfor each of its business

at corporate level the business definition

will concern its self with the wider meaning

of customer groups, customer function &alternative technique.


29/40

Defining business at Modi Xerox


30/40

Objectives define the organization

relationship with its environment:-

Objectives help an organization purse its

vision and mission:-Objectives provide the basis for strategic

decision making:-

Objectives provide the standard for

performance appraisal:-


31/40

Objectives should be understandable:-

Objective a should be concrete and specific:-

Objectives should be related to time frame:-

Objectives should be measurable andcontrollable;-

objectives should be challenging:-

Different objectives should correlate with

each other

Objectives should be set within constraints


32/40

Specificity

Multiplicity

PeriodicityVerifiability

Reality

Quality


33/40

Profits (return on investment , return on share

holders capital, net profits as a percentage of sales)

Marketing (increase in sales volume, market

development for existing product, new product

development, reduction in marketing cost ,improving customer service)

Growth (output, sales turnover, welfare and

development)

Employees ( industrial relation, welfare anddevelopment)

Social responsibility(community service, rural

development, auxilary industry development, family

welfare).


34/40

Emerging measure for objectives

setting and performance

measurement


35/40

The objectives are formulated on the basis

of two factor that are as follows.

1. The forces in the environment

2. Realities of enterprises resources andinternal power relationships

3. The value system of the top executive

4. Awareness by management


36/40

Objectives setting at Cadbury

India


37/40

Critical success factors at

ELGI


38/40

1. A set of CSFs results from asking the question :what do we need to do in order to besuccessful in particular context?

2. CSFs are based on particular logic, heuristic ,or a rule of thumb rather than an elaborate

procedure or an esoteric theoretical model.3. CSFs are the results of long years of managerial

experience , which leads to the developmentof intuition , judgment and hunch that can beused in strategic decision making.

4. An analysis of what relevant CSFs operate in aparticular context could be based on themanagers statement , expert opinions andorganization success stories.


39/40

1. CSFs could also be generated internallythrough creative techniques such as brainstorming.

2. The use of CSFs in objectives setting and

strategic choice distinguishes thesuccessful organization from theunsuccessful organization ones.

3. CSFs are used to pinpoint the key result

areas , determining objectives in thoseareas , and devising measures ofperformance for judging the objectivesachieves capability of any organization.


40/40

THANK YOU!

Date post:	07-Apr-2018
Category:	Documents
Upload:	almas-syed
View:	216 times
Download:	0 times

Hierarchy of Str Intent

Documents