The document outlines a hierarchy of strategic intent for organizations, beginning with vision which describes the desired future state, followed by mission which defines the organization's purpose and business. Goals and objectives then provide the framework for achieving the vision and mission, with objectives specifically defining how goals will be met and providing standards for performance measurement. The document discusses the importance of vision, examples of effective vision and mission statements, and key considerations for setting goals and objectives that are specific, measurable, and help guide strategic decision making.

1. HIERARCHY
OF
STRATEGIC INTENT
Ms. Neha Kalra
APJIMTC

2. "A strategist’s job is to see the company not as it is . . .but as it
can become."
—John W. Teets, Chairman of Greyhound, Inc
Strategic Intent Vision
Mission
Purpose the organisation strives for Business definition
Lays out the framework Goals and
Objectives

3. IBM-Importance of vision
During IBM’s profitability decline in the 1990s, the company had a loss of nearly $14 billion. In 1993
IBM announced a loss of $8.1 billion—the largest corporate loss of its time. This loss explains the
decision to replace its CEO at the time with Lou Gerstner in April of 1993. Some of the problems
IBM was facing when Gerstner arrived were:
Bad Decisions- IBM continued to focus on the mainframe industry and ignored the emerging
personal computer. Executives failed to realize that fast-paced computer industry, and they remained
complacent.
Too Much Arrogance- IBM was considered unbeatable in the 1960s and 1970s. IBM believed that
its name would be enough to sell computers even when it was not positioned correctly in the market.
Outsourcing to Competitors- IBM panicked when it realize that it was behind in the PC market.
Instead of producing the parts of the computer itself, IBM outsourced production to Microsoft and
Intel. Microsoft and Intel were small companies and could have been purchased by IBM. 25
Executives were unable to correct this horrific mistake.

4. IBM-Contd…..
Bad Focus- IBM was unable to pick a market in which they wanted to compete.
Customers were becoming more and more fragmented, and IBM wanted to provide
for everyone. However, in trying to accommodate everyone, IBM accommodated no
one.
High Costs- IBM was recognized as an employer for life. The founder of IBM
engrained that a job with IBM was a life-long job. This idea led to high-costs because
employees were never laid off, even in non-profitable times
"The last thing IBM needs right now is a vision. (Before 1993)
What IBM needs most right now is a vision. (March 1993)"
—Louis V. Gerstner Jr., CEO, IBM Corporation

5. GERSTNER’S TURNAROUND STRATEGY FOR IBM
Gerstner had the foresight to realize the importance of the mainframe
due to the onslaught of corporate internetworking while competitors
declared the mainframe “dead.”
Manipulated the competitive direction of the company
Gerstner knew that internetworking pointed to increased demand for
central processing, big databases, larger storage units, and different
types of servers.
Gerstner succeeded in returning the computer giant to a profitable state.

6. VISION
A vision statement is sometimes called a picture of your company in
the future. It is the dream of what you want your company to accomplish.
Many organizations today develop a vision statement that answers the
question “What do we want to become?”
A vision articulates the position that a firm would like to attain in the
distant future. It encapsulates the basic strategic intent.
“A description of something(an organisation, corporate culture, a
business, a technology, an activity) in the future.”
-Kotter

7. WHY SHOULD ORGANIZATIONS HAVE A
“VISION”
Good visions are inspiring and exhilarating.
Good visions foster long term thinking.
It creates a common identity and a shared sense of purpose.
They are competitive, unique and simple.
Good visions foster risk-taking and experimentation.
They represent integrity.

8. VISION STATEMENT EXAMPLES
General Motors’ vision is to be the world leader in transportation
products and related services. (Good statement)
Tyson Foods’ vision is to be the world’s first choice for protein
solutions while maximizing shareholder value. (Good statement, unless
Tyson provides nonprotein products, too specific)
PepsiCo’s responsibility is to continually improve all aspects of the
world in which we operate -environment, social, economic—creating a
better tomorrow than today. (Statement focuses on the concern of the
company towards the community)

9. Dell’s vision is to create a company culture where
environmental excellence is second nature. (Statement
focuses on environmental concern of the company)
Samsonite’s vision is to provide innovative solutions for the
travelling world. (Statement could have been more indicative
of the specific product it deals in or its core values or concern
for the society)
Procter & Gamble’s vision is to be, and be recognized as,
the best consumer products company in the world. (Good
Statement)

10. VISION STATEMENTS-ELECTRONICS INDUSTRY
Channeling our energies towards the pursuit of customer
value and becoming a highly profitable company.
LG’s vision is to deliver innovative digital products and
services that make our customers’ lives better, easier and
happier through increased functionality and fun.
To create exciting new digital entertainment experiences for
consumers by bringing together cutting-edge products with
latest generation content and services.

11. MISSION
Mission is what an organization is and why it exists.
“Essential purpose of the organization, concerning particularly why it is in
existence, the nature of business(ess) it is in and the customers it seeks to serve
and satisfy”.
-Thompson(1997)
Mission is the "purpose or reason for the organization's existence".
-Hunger and Wheelen (1999)
The mission statement articulates the company’s purpose both for those in the
organizations and for the society.

12. CHARACTERISTICS OF A MISSION STATEMENT
It should be feasible
It should be precise
It should be clear
It should be motivating
It should be distinctive
It should include major components of strategy
It should indicate how objectives are to be accomplished

13. NINE COMPONENTS
1. Customers—Who are the firm’s customers?
2. Products or services—What are the firm’s major products or services?
3. Markets—Geographically, where does the firm compete?
4. Technology—Is the firm technologically current?
5. Concern for survival, growth, and profitability—Is the firm committed to growth and financial
soundness?
6. Philosophy—What are the basic beliefs, values, aspirations, and ethical priorities of the firm?
7. Self-concept—What is the firm’s distinctive competence or major competitive
advantage?
8. Concern for public image—Is the firm responsive to social, community, and
environmental concerns?
9. Concern for employees—Are employees a valuable asset of the firm?

14. SOME MISSION STATEMENT EXAMPLES
Dell’s mission is to be the most successful computer company (2) in the world at
delivering the best customer experience in markets we serve (1). In doing so, Dell
will meet customer expectations of highest quality; leading technology (4);
competitive pricing; individual and company accountability (6); best-in-class
service and support (7); flexible customization capability (7); superior
corporate citizenship (8); financial stability (5).
Procter & Gamble will provide branded products and services of superior quality
and value (7) that improve the lives of the world’s (3) consumers. As a result,
consumers (1) will reward us with industry leadership in sales, profit (5), and
value creation, allowing our people (9), our shareholders, and the communities
(8) in which we live and work to prosper.

15. BUSINESS DEFINITION: DEREK ABELL’S
Business Definition
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16. GOALS AND OBJECTIVES
Goals denote what an organisation hopes to accomplish in a future period
of time. They represent the future state or outcome of effort put in now.
Objectives are the ends that state specifically how the goals shall be
achieved. They are concrete and specific in contrast to goals that are
generalised.
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17. ROLE OF OBJECTIVES
Objectives define the organisation's relationship with its environment
Objectives help an organisation pursue its vision and mission
Objectives provide the basis for strategic decision-making
Objectives provide the standards for performance appraisal
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18. CHARACTERISTICS OF OBJECTIVES
Objectives should be understandable
Objectives should be concrete and specific
Objectives should be related to a time frame
Objectives should be measurable and controllable
Objectives should be challenging
Different objectives should correlate with each other
Objectives should be set within constraints
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19. FACTORS FOR OBJECTIVE SETTING
The forces in the environment
Realities of enterprise' resources and internal power relationships
The value system of the top executive
Awareness by the management
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20. ISSUES IN OBJECTIVE SETTING
Specificity
Multiplicity
Periodicity
Verifiability
Reality
Quality
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