When you have determined your philosophy statement, you must analyze the concept to determine if a gap exists between what you say and what you do. As with the value statements, this gap is subjectively labeled small, medium, or large. Determine the size and then the importance. It may be large but not important. Or it may be large and very critical to your organizational well-being. Once the gap is identified you may need to design actions to correct the problem or problems. These actions become part of your quick-fix plan. Finally, the actions must be communicated to employees in an appropriate manner to prevent a backlash in your story. The foundation of your story is in danger when a gap exists in your philosophy because your story loses operational alignment.
From that condition, you need the term of strategic intent. It is a critical restatement of where the management team intends to take the organization. It sends signals to employees and has significant influence on how they react. With this statement the commander gives subordinate unit commanders advance warning that certain types of operations will follow the present tactical plan. When subordinate commanders know the intent they can better prepare to follow it. Different logistical requirements exist if you plan to continue the attack or you plan to defend the hill. Likewise, business leaders need to tell their organizations what they have in mind for the long term. For example, marketing needs to know the strategic intent so it can align its campaigns with the company direction.