COMPARISON OF STRATEGIC INTENT TO HOSHIN KANRI

Traditional strategy development processes involve auditing current markets, competitors, and resources followed by strategy formulation and implementation. Hamel and Prahalad proposed a broader view of strategy formulation, called strategic intent, focusing instead on company capabilities, collaboration, and innovation to achieve revolutionary improvement. The thesis of this paper is�organizational decisions in companies employing strategic intent differ from traditional strategy planning methods by communicating a supportable goal, establishing criterion to measure progress, and creating active management processes. Toyota�s hoshin kanri system is an example of successful incorporation of strategic intent principles. The author intends to, (a) provide a brief review of strategy and competitive advantage literature, (b) review the concepts of strategic intent, and (c) demonstrate how Toyota�s system employs strategic intent effectively.

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