Business Strategy
Business Strategy -Strategic Intent
Introduction
Hamel and Prahalad argue that western companies used to "fitting" vision to adapt its resources, as a result, they will only seek to maintain their advantages. In contrast, Japanese companies dedicated to accelerating the pace of organizational learning in order to maximize resources, and trying to achieve seemingly impossible goals (Hamel and Prahalad, 1989:65). They believe these Japanese companies develop “an obsession with winning” among the employees, and by promoting the vision of global leadership to sustain that obsession. This obsession is termed “strategic intent”. This critical identifies articles position in the wider debate about processes of strategy, and considers the underpinning assumptions. Finally, commenting on the article’s strengths and weaknesses.
Position of the Article
Strategic management is to determine the corporate mission, it is a dynamic process which according to the external environment and internal factors to determine the business goals and ensure the correct implementation of the target and make the ultimate corporate mission to achieve (Steiner, 1982).
The article clearly shows the strategic planning assess the current tactical advantages of known competitors will not help you understand the resolution, stamina and inventiveness of potential competitors. The strategic planning determines how to allocate the resources of a company to improve its profitability. Management looks at internal and external opportunities and risks and determines a course for the organization (Levinson, 1984). The planning process typically acts as a “feasibility sieve”. So it is realistic.
Conversely, the authors favor “fold the future back into the present, to create new space and new competitive advantages that is uniquely suited to the company’s own strengths” (Hamel and Prahalad, 1989:73). Sadly, in many large companies consistent this view of innovation which is just adapt to the current
Introduction
Hamel and Prahalad argue that western companies used to "fitting" vision to adapt its resources, as a result, they will only seek to maintain their advantages. In contrast, Japanese companies dedicated to accelerating the pace of organizational learning in order to maximize resources, and trying to achieve seemingly impossible goals (Hamel and Prahalad, 1989:65). They believe these Japanese companies develop “an obsession with winning” among the employees, and by promoting the vision of global leadership to sustain that obsession. This obsession is termed “strategic intent”. This critical identifies articles position in the wider debate about processes of strategy, and considers the underpinning assumptions. Finally, commenting on the article’s strengths and weaknesses.
Position of the Article
Strategic management is to determine the corporate mission, it is a dynamic process which according to the external environment and internal factors to determine the business goals and ensure the correct implementation of the target and make the ultimate corporate mission to achieve (Steiner, 1982).
The article clearly shows the strategic planning assess the current tactical advantages of known competitors will not help you understand the resolution, stamina and inventiveness of potential competitors. The strategic planning determines how to allocate the resources of a company to improve its profitability. Management looks at internal and external opportunities and risks and determines a course for the organization (Levinson, 1984). The planning process typically acts as a “feasibility sieve”. So it is realistic.
Conversely, the authors favor “fold the future back into the present, to create new space and new competitive advantages that is uniquely suited to the company’s own strengths” (Hamel and Prahalad, 1989:73). Sadly, in many large companies consistent this view of innovation which is just adapt to the current