1. Strategic Intent Jean Serge Quesnel Professeur associé, ENAP & Carleton Senior Facilitator, UNSSC Knowledge Sharing Event Live Webcast December 1, 2009

3. 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 control…self-accountability. Its a closed system.

4. Management Framework Leadership & Entrepreneurial Innovation People Info Material $ PLPRIMCOEV PlanImplementControlEvaluateProgram Strategic Intent Matrix of Accountability

5. 5 Management levels Mgnt Unit Employee Planning Monitoring Programming Evaluating Implementing Task Project Board Policy Senior Mgnt Strategy Division Office Program

6. 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. (Complementarities) It aligns the activities, investments, efforts. (Focus & Convergence) It is about believing in what you are doing. (Synergetic quest)

7. 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.

8. 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

9. END Jean Serge Quesnel December 1, 2009