1. The article was written very clearly in my opinion. The vocabulary used and examples explained were very relatable. The tone the authors used to his audience of managers was well executed.
2. The organization was average. The only disappointment I had was that the conclusion did not wrap up the ideas of the article as thoroughly as possible (probably because there were so many great main points!). I was looking for a direct connection between the management’s energy, momentum, and expectation and strategic intent, but it didn’t end in that fashion.
3. The author used logic to prove his case. Logic was primarily used by examples of real companies that proved his point true.
11. Three main points in the article:
1. Strategic intent incorporates stretch goals and ambitious targets that will force the company to think in innovative ways and competitive advantage.
2. The four techniques used by Japanese companies were described: building layers of advantage, searching for “loose bricks,” changing the terms of engagement, and competing through collaboration.
3. Strategic intent captures the essence of winning! Winners find the new way to succeed and do not merely mimic other successes. Success is found in the ambitious invention!
12. As a manager, how do you take a year’s debrief and reflection moment where questions, “How will next year be different from last? And what must we do to get to our strategic intentions?” and turn it into competitive ambition that stems ingenuity and innovation among your team?