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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