Strategic Intent Jean Serge Quesnel Professeur associ

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Strategic Intent Jean Serge QuesnelProfesseur
associé, ENAP CarletonSenior Facilitator,
UNSSCKnowledge Sharing EventLive
WebcastDecember 1, 2009
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(No Transcript)
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Limitations

• Its the present perception of a desired state
  from a supply driven perspective.
• It reflects linear thinking based on project work
  breakdown structure.
• Externalities are foreign to the internal logic.
• Focus is on the process and controlself-accountab
  ility.
• Its a closed system.

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Management Framework
Management of Resources
Leadership Entrepreneurial Innovation

Material
People
Info
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Management levels
Policy
Strategy
Program
Project
Task
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Strategic Intent

• It starts from the reality to be. (Plan backward)
• It implies intentionality and drive. (Living the
  future)
• It harnesses the systemic factors at play.
  (Inter-active open system)
• Its magic is opportunities. (Creative alchemy)
• It commits all actors. (Motivational DNA)

• It empowers the stakeholders. (Partnerships)
• It enables concurrent, scenarios.(Complementaritie
  s)
• It aligns the activities, investments, efforts.
  (Focus Convergence)
• It is about believing in what you are doing.
  (Synergetic quest)

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Strategic Intent

• Sense of direction- A view of what ought to be.
• Sense of discovery- A holistic approach enabling
  creative ways to achieve the desired situation.
• Sense of destiny- Inherently worthwhile
  endeavour charged with an emotional dimension.

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Strategic Intent

• The strategic focus is the starting point for
  developing a statement of strategic intent. A
  statement of strategy must become then a
  statement of design through which the principles,
  processes and practices of an organisation are
  developed. These statements must represent the
  whole as seen from any location in the
  organisation.
• Vadim Kotelnikov

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END

• Jean Serge Quesnel
• December 1, 2009