Strategic Intent For Achieving Competitive Ends

Strategy is frequently defined as policy for achieving major overall aims. But strategy as an intended end state neglects the complementary dimension of strategy as tactically necessary for the realization of targets. This chapter focuses on strategic intent for achieving an end-state system for innovative value development. Earlier chapters dealt more with strategy as a tactical means of integrating development activities. Tactical strategy synergistically integrates organization, process, and tools/technologies at the operational core of the Strategy, Process, Organization, Tools/Technologies (SPOT) composite model to embody development capabilities. Tactical strategy deploys seven subsets of practice to guide and maintain developmental capabilities.Strategy in the sense of an external target complements strategy as operational tactics for guiding SPOT capabilities for value development. The letter “Z” denotes strategy in the sense of an intended end state. A mnemonic for the holistic framework for value creation combining external and internal practices is SPOTZ. Strategic targets (Z) affect the focus of tactical strategy guiding operational practices toward the achievement of objectives. Strategic choice leverages the composite of SPOT capabilities to achieve more competitive customer offerings.Two types of strategic intent are analyzed as modes for achieving differential advantages. One approach relies on making rapid, cumulative improvements in existing products and is termed Rapid, Reiterative, Redesign (RRR). The other approach focuses on developing radically new kinds of entities, which requires augmenting existing development capabilities. Development practices associated with each type of strategic intent are profiled. Readers may assess the extent to which these practices may be deployed to help enterprise achieve either or both of types of improved competitive advantages in Appendix Tables 10A and 10B.