ELEMENT 2: STRATEGIC INTENT

We have covered strategic analysis, a fact-finding mission, if I may. Nevertheless, what happens once you have all the information you need in place? Armed with all the relevant information it's time to act. Don’t you agree? In writing a communications strategy, this is the strategic intent phase.

What actions do you have lined up?

‘Strategic intent proceeds from this analysis and involves the formulation of a strategic vision,’ says Cornelissen, ‘around which possible courses of action are formulated, evaluated, and eventually chosen.’ In other words, strategic intent sets the agenda. By considering the current position of the corporation, strategic intent sets the direction the corporation needs to take for the realization of the desired ‘new’ position.

This desired position is achieved in the following ways:

Identifying Bases of Strategic Choice

Before the options available for a corporation are tabled, certain key factors need understanding. Luckily, these strategic options are embedded in the mission and vision statements of the corporation. Mission and vision statements express the desire of stakeholders. If the vision statements stipulates the need to be the best in the region, then that is the objective management strives to meet.

‘Some of these bases of strategic choice arise from an understanding of stakeholder expectations and influence, which may already be reflected in mission and vision statements that provide overall guidance about the nature or aspirations of the organization.’, says Cornelissen.

These bases are:

Competitive advantage:This involves knowing what differentiates the corporation from others. Could it be superior services at affordable costs or unique products that meet the needs of a segment of the customers? Competitive strategy makes it easy for a corporation to penetrate a given market.

Organization Identity:According to Cornelissen, ‘identity sets boundaries to the strategic options open to the organization in terms of how people within the organization see themselves and the company they work for, and predetermines how the company should be profiled and positioned with stakeholders and the markets in its environment.’

Generating Strategic Options

In planning, we are advised to think on paper. Once you have your goal written down, you should list all the necessary steps you need to take to meet that particular set goal. I borrowed this gem from Brain Tracy’s Ultimate Goal program. In other words, what Brian Tracy is merely advising is once you have established your goal; enumerate a list of options (actions) for which to engage in order to realize your goal.

The same holds true for strategic options. ‘These courses of action emanate from the bases of strategic choice as identified above, and include options concerning which stakeholders and markets to address and target, and what the organization wants to achieve with them.’ {Sic.}

Case in Point: in the 1970s and 1980s, Shell, for example, was a respected multinational in the petroleum industry steeped in a technological and engineering ethos. By the 1990s, changing market conditions and public scepticism posed the organization other choices of strategic direction. The company had to ask itself what the basis of its business and success was: profitability or public legitimacy, or both. {Sic.}

At this point, we need to understand the role communication plays: Firstly, gaining legitimacy with important stakeholder groups, and secondly, enhancing the organizations reputation and preserving its legitimacy.

According to Cornelissen, ‘Indeed, in developing strategies, a potential danger may be that managers do not consider any but the most obvious course of action – and the most obvious is not always the best.’ He explains, ‘A helpful step in strategic intent can therefore be to evaluate and limit strategic options.’ Avail limited and worthy options for consideration.

Evaluation and Selection of Strategic Options

In settling on an option-we need to have at the back of our minds: an option that will be a ‘fit’ between the organization, its resource capability, and its environment. All options needs to meet the suitability, feasibility, and acceptability test.

‘The process of selecting strategic options cannot always be viewed or understood as a purely objective, logical act. It is strongly influenced by the values of managers and other groups with interest in the organization, and ultimately may very much reflect the power structure within the organization.’ explains Cornelissen.

Having clear intentions is a step closer to executing an effective communications strategy. Once you know what exactly you want to do, positive results are in the pipeline. It is time to act. Happy option-storming.