Department of Management Studies

MBA SEMESTER III

Course Title: Strategic Management
Course Code: MBA 301

Strategic Intent and Vision

:Prof. (Dr.) Neeraj Sharma

{(Ph.D (IIT Roorkee) ; PGDM(IIM Shillong); NET(UGC); JAIIB & CAIIB (IIBF);BE(Dr. B.R. Ambedkar University)}

Department of Management Studies

Graphic Era (Deemed to be University), Dehradun
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 Learning Objectives
• Explain the concepts of strategic intent, stretch, leverage, and fit
• Describe and exemplify the concept of vision
• Describe and exemplify the concept of mission
• Explain the three dimensions of business definition
• Evaluate quality of vision, mission statements, and business
definitions
• Describe business model and their relationship with strategy
• Describe the role and characteristics of objectives
• Explain the process of objective setting
• Distinguish between well-formulated and badly-stated
objectives
• Discuss the role of critical success factors in setting objectives

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 Strategic Intent

• Strategic intent is an obsession with an

organisation: an obsession by having
ambitions that may even be out of proportion
to their resources and capabilities. This
obsession is to win at all levels of the
organisation while sustaining that obsession in
the quest for global leadership.

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 Concept of stretch, leverage and fit
• Stretch is "a misfit between resources and
aspirations"
• Leverage refers to concentrating,
accumulating, complementing, conserving,
and recovering resources in such a manner
that meagre resource base is stretched to
meet the aspirations that an organisation
dares to have.
• Fit means positioning the firm by matching its
organisational resources to its environment.
G. Hamel and C. K. Prahalad: "Strategy as Stretch and Leverage" Harvard Business Review, Mar - April 1993, pp. 75 - 84.

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 Vision
• Kotter (1990) defines it as a "description of something (an
organization, a corporate culture, a business, a technology, an
activity) in the future".

• El-Namaki (1992) considers it as a "mental perception of the

kind of environment an individual, or an organization, aspires to
create within a broad time horizon and the underlying
conditions for the actualization of this perception".

• Miller and Dess (1996) view it simply as the "category of

intentions that are broad, all-inclusive, and forward thinking".
J. Kotter, A Force for Change: How Leadership Differs from Management (London: Free Press, 1990); M. S. S. El-
Namaki, "Creating a corporate vision" Long Range Planning, Vol. 25, No. 6, (1992), pp. 25 – 29; A. Miller and G.
G. Dess, Strategic Management (2nd. ed.) (New York: McGraw-Hill, 1996), p. 6.

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 Nature of Vision
A vision should be A vision should not be
A organizational charter of core A ‘high concept’ statement , motto
values and principles or literature or an advertising
slogan
The ultimate source of priorities, A strategy or plan and a view from
plans, and goals the top
A puller (not pusher) into the future A history of proud past
A determination and publication of A ‘soft’ business issue
what makes a person unique
A declaration of independence Passionless
Source: Adapted from Lucas, J.R. Anatomy of a vision statement
Management Review, 87, no. 2 (1998): 22-26
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 Vision of Graphic Era(Deemed to be University)
Dehradun

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 Vision of Facebook

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 Core ideology and envisioned future
• The core ideology defines the enduring
character of an organisation that remains
unchangeable as it passes through the
vicissitudes of vectors such as technology,
competition or management fads.

• The envisioned future too consists of two

components: a 10 - to - 30 years audacious
goal and vivid description of what it will be
like to achieve that goal.
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 Thanks….

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EIBP 10