The document discusses strategic intent and competitive advantages. It covers topics like low labor costs, economy of scale, just-in-time production, long term planning, and developing new advantages. Embedding new advantages quickly within an organization is important for competitiveness. Uncovering new advantages is like getting a stock tip early, before others act on it. An organization's ability to continually improve existing skills and learn new ones is a very defendable competitive advantage.

1. drinking via
osmosis
im
possible
Y

2. it´s more than STRATEGie
Y
it has to with why?
who said I cannot?
yeah! of course I can... I mean we can_

3. what is strategy?
COMPETITIVE
ADVANTAGES
• LOW LABOR COST
• ECONOMY OF SCALE
• JUST-IN-TIME PRODUCTION
• JAPANESE HR PRACTICES
• JOINT VENTURES
• 10 – 20 YEARS PLANNING
• GLOBAL LEADERSHIP
THE BEST THE FIRST
THE LEADER THE ONE
Y
AND MORE
AND MORE

4. what is strategy?
COMPETITIVE
ADVANTAGES
• LOW LABOR COST
• ECONOMY OF SCALE
• JUST-IN-TIME PRODUCTION
• JAPANESE HR PRACTICES
• JOINT VENTURES
• 10 – 20 YEARS PLANNING
• GLOBAL LEADERSHIP
THE BEST THE FIRST
THE LEADER THE ONE
STRATEGIC INTENT
Y
AND MORE
AND MORE

5. #STRATEGIC
@garyhamel
Y
INTENT
@c.k.prahalad
authors
extra Harvard B.School
@mohammad.ahmed
presentation HFU University
@julianasa
jan.2015
STRATEGIC INTENT

6. some characteristics of strategic intent
Y
essence of
winning
stable over
time
PERSONAL EFFORT
AND COMMITMENT
creativity

7. challenges
Y
SENSE OF
URGENCY
COMPETITIVE FOCUS
AT EVERY LEVEL
SKILLS
DEVELOPMENT
GIVE TIME
BETWEEN
CHALLENGES
RECIPROCAL
RESPONSIBILITY
ESTABLISH
CLEAR TARGETS
(MILESTONES)
amplifying weak signals
Every employee should be able to benchmark
5 billion!

8. challenges
Y
SENSE OF
URGENCY
COMPETITIVE FOCUS
AT EVERY LEVEL
SKILLS
DEVELOPMENT
GIVE TIME
BETWEEN
CHALLENGES
RECIPROCAL
RESPONSIBILI
TY
ESTABLISH
CLEAR TARGETS
(MILESTONES)

9. management process
Y

10. management process
Y
so what all those topics are related to?

11. management process
Y
we can assume it´s
about people!
= PEOPLE ???

12. STRATEGIC INTENT CREATES AN
EXTREME MISTFIT BETWEEN
RESOURCES AND AMBITIOUS!
...IS VERY CLEAR ABOUT ENDS AND
VERY FLEXIBLE! IT REQUIRES
CREATIVITY... AND WHILE TOP
MANAGEMENT LETS BRIGHT MINDS
“FLY”, THEY ALSO KNOW VERY WELL
WHEN “TO BRING DREAMERS
BACK”!
LET IT GO BUT MAKE SURE YOU TOOK YOUR GPS!
INTRA – PRE – NEUR

13. IT WAS THE BOY FROM HARVARD!
I GUESS HIS NAME IS MARK!
SO WHO IS THE INTRAPRENEUR THEN?!
 PERSONAL PAGE
 FRIENDS ON WEB
 MY MOMENTS
 PICTURES!
 AND MORE PICTURES!
 YEAH! PEOPLE LIKE HUGE PICTURES!
INTRA – PRE – NEURENTRA – PRE – NEUR
Y

14. CINDYCINDY
CINDYANDREA

15. Y

16. the competitor couldn´t launch as fast as us!
MARKETING
R&D
SALES
TRADE
MARKETING Y

17. the competitor couldn´t launch as fast as us!
MARKETING
R&D
SALES
TRADE
MARKETING
 we took $$ from
MKT team
 we calculated the
payback
 And we bought all
the cans from the
supplier!!!
 hahahhaha

18. Creating a sense of
reciprocal responsability is
crutial because
competitiviness ultimately
depends on the pace at wich
a company embeds new
advantages deep within its
organization.
Could you read for me please?
Y

19. Uncovering a new competitive
advantage is a bit like getting a
hot tip on a stock: the first
person to act on the insight
makes more Money than the
last.
Y
Could you read for me please?

20. Keeping score of existing
advantages is not the same as
building new advantages. An
organization´s capacity to
improve existing skills and learn
new ones is the most
defensible competitive
advantage of all.
Could you read for me please?
Y

21. Creating a sense of
reciprocal responsability
is crutial because
competitiviness ultimately
depends on the pace at wich
a company embeds new
advantages deep within its
organization.
Keeping score of existing
advantages is not the same as
building new advantages. An
organization´s capacity to
improve existing skills and
learn new ones is the most
defensible competitive
advantage of all.
Uncovering a new competitive
advantage is a bit like getting a
hot tip on a stock: the first
person to act on the insight
makes more Money than
the last.
So it´s our business! The company is also mine!

22. BUILDING LAYERS OF
ADVANTAGE
SEARCHING FOR LOOSE
BRICKS
CHANGING THE TERMS OF
ENGAGEMENT
COMPETING THROUGH
COLLABORATION
APPROACHES TO COMPETITIVE INNOVATION
Y





23. be careful!!!
Y




Managers move so fast due to careers development that
offen they dont understand deeply about the business.
Moving fast can motivate to a good and fast result but also
can be a strong pressure.
Acquisitions made with little attention to the problems!
Strategy of Hierarchy undermines competitiveness
by fostering an elitist view of management.

24. Do you still think something is impossible??

25. Everything is possible!

26. Juliana Bocardo Sá
Thank you!
Obrigada 