Strategic Intent: Difference between revisions
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Seen as going beyond Business as Usual | Seen as going beyond Business as Usual | ||
Seen as [[Core Competency in Practice]] For instance Sony | Seen as [[Core Competency in Practice]]. For instance for Sony and Honda strategic intent was global dominance. Compare with [[Strategic Fit]] which doesn't have a long term component. Basically they used their core competences to achieve Strategic Intent. The difference between Intent and Resources is call [[Strategic Stretch]]. | ||
See also [http://www3.uma.pt/filipejmsousa/ge/Hamel%20and%20Prahalad,%201989.pdf| Strategtic Intent] | |||
From [[Prahalad and Hamel]] | From [[Prahalad and Hamel]] | ||
[[Category:Strategy]] | [[Category:Strategy]] | ||
Latest revision as of 19:03, 23 September 2012
Seen as going beyond Business as Usual
Seen as Core Competency in Practice. For instance for Sony and Honda strategic intent was global dominance. Compare with Strategic Fit which doesn't have a long term component. Basically they used their core competences to achieve Strategic Intent. The difference between Intent and Resources is call Strategic Stretch.
See also Strategtic Intent
From Prahalad and Hamel
