"Hi, Steve. I'd love to see the chart of the article.
Jo"

Ok, I'll start hunting. Meanwhile, here is a brief summary: http://www.valuebasedmanagement.net/methods_hamel_prahalad_strategic_intent.html They talk about balancing means and ends we; would talk about action on contracictions vs practical vision. It is the contradiction point. where you test the future vision o/a the current reality. The most brilliant examples in the article show a company like Honda with a huge vision of building cars in USA actually entering the market on a 5occ motorcycle. Everyone can see the tactic, none can guess the strategy.

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Demonstration - One of the most important questions in any implementation conversation is "what do we need to do to catalyze the larger change?"

Demonstration/Training/ Impact/ Interchange: We have trained internal facilitators in team building - they are now working their way through the organization creating what they call facilitative leadership. They see their role is to catalyze transformation and to build cross function channels of communication.

Our process was 6 days of training - 2 personal mentoring sessions with each person - 1 facilitated event that they practiced and then we monitored - giving one on one feedback to each person. They were then certified based on specific evidence of specific competencies.

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