(organizations)

Strategic planning is the choice of scope and course of action to achieve long-term goals in an ever-changing environment. external environment.

The importance of developing a strategy that allows an enterprise (organization) to remain competitive in the long term is extremely high. In a competitive and rapidly changing market situation, an organization cannot function successfully by concentrating only on solving internal problems related to increasing the efficiency of using resources in current activities. It is important to develop a strategy that ensures the organization adapts to changes in the external environment.

The process of developing an organization's development strategy includes the following stages:

1) determining the mission of the organization, its purpose, socio-economic role;

2) formulation of the organization’s strategic goals;

3) analysis of the external environment;

4) analysis of the internal capabilities of the organization, its strengths and weaknesses;

5) development and analysis possible options strategies

(strategic alternatives) and choice of strategy;

6) strategy implementation;

7) strategic control, strategy assessment.

The strategic planning process is shown in Figure 6.4.

Figure 6.4 - Process of developing an organization development strategy

Mission organization characterizes the direction of development towards which it is oriented, based on market needs, availability competitive advantages and barriers.

A strategic vision of the future allows us to determine strategic goals .As part of strategic planning, targets can be streamlined different ways. Typically, the following types of goals are distinguished:

Market (which market segment is planned to be covered, what are the priorities in the organization’s core activities);

Production (which technologies will ensure the necessary volumes of activity and quality of work and services);

Financial and economic (what are the main sources of financing and projected financial results chosen strategy);

Social (to what extent the organization’s activities will ensure the satisfaction of certain social needs of society as a whole or its individual layers).

We can name the main parameters that should be determined at this stage of strategic planning:

Region, territory in which the activity will be carried out;

Consumer groups to whom the company's products will be targeted;

Market share expected to be occupied by a certain time;

Types of products and services that will form the volume of activity of the enterprise;

Production capacity;

Innovations (new goods, services, innovations in the field of organization, production technology, management);

Indicators of economic development of the enterprise (growth rate of activity volumes, structure of economic resources and promising indicators of the efficiency of their use, etc.);

Indicators social development, meeting the needs of staff.

Goals must be real, achievable, specific, and interrelated. One of the requirements for goals is their functionality. This is necessary so that managers at various levels of management can transform goals into tasks for individual departments.

External environment analysis allows you to identify favorable opportunities and threats for the organization (enterprise) on the way to its goals. Of the totality of environmental factors, it is necessary to highlight those that are the most important for a given organization.

Threatening factors may include: unfavorable demographic changes in the region, high inflation rates, high taxes, increased competition, high interest rates on bank loans, rising prices for energy resources, means of production, and raw materials. Favorable factors that create development opportunities are: increased demand for goods and services, opportunities to penetrate new markets, weakening positions of main competitors, availability of cheap economic resources, increased government support innovative enterprises, small business.

Analysis of strengths and weaknesses organization is very important for correct definition development options. This analysis is carried out by functional areas: marketing, organization and production technology, finance, personnel, management, culture and image of the organization. Thus, individual enterprises may have the following strengths: good material and technical base, human resources, experience in the market, wide economic connections, the established image of a successful enterprise. The weaknesses of enterprises are outdated technologies, methods of organizing production, lack of efficiency in decision making, underdeveloped marketing, high production costs, ineffective remuneration systems.

Comparison internal forces and weaknesses with external threats and opportunities allows the management of organizations to analyze development options and identify strategic alternatives .

Analysis of strategic alternatives and choice of strategy- the most difficult stage at which the following types of strategies must be formed: general, competitive (business), functional.

Main types overall strategy are:

growth strategy. This is an offensive strategy, often through penetrating new markets and improving the product range. It is designed to stay ahead of competitors, suppress them due to the strengths of the organization, and introduce innovations. This strategy assumes an annual significant increase in all indicators above the level of previous years (production and sales volumes, market share, etc.);

limited growth strategy. This strategy is used by enterprises operating in stable markets within the framework of traditional technologies. Development goals are determined taking into account increasing the efficiency of using economic potential and changes in the external environment;

stability strategy Typically used by large organizations that dominate a market, have a large margin of safety, and want to maintain their position. The stability strategy involves relying on achieved indicators and adjusting them depending on projected changes in the external environment. This is the least risky course of action;

reduction strategy used during periods of recession, when the survival of the organization is at risk, when restructuring is necessary. The implementation of this strategy involves the abandonment of unprofitable, unprofitable types of products, excess personnel, fixed assets, poorly functioning sales promotion systems and the search for ways to improve the efficiency of the use of material, labor and financial resources. A downsizing strategy can be used as a transition to a growth strategy;

combined strategy- a combination of growth strategies, limited growth, stability, reductions. This strategy can be used by very large organizations that have an extensive network of branches, structural divisions with different functions, and subsidiaries. At the same time, in relation to different types activities and enterprises may adopt different strategic plans. For example, certain branches and lines of business may be liquidated (downsizing strategy), while others may be subject to growth strategies.

Ultimately, the strategic choice is influenced by many factors, in particular the acceptable level of risk, past experience, the organization’s position in the market, assessment of prospects, as well as the interests of the organization’s management, financial capabilities, personnel qualifications, etc.

Competitive strategy enterprise is aimed at creating competitive advantages. The following types of universal competitive strategies are distinguished:

Cost advantage. The strategy of reducing production and distribution costs allows enterprises to be more free in pricing and receive higher profits;

Differentiation of goods (services). This strategy involves producing products with unique properties or unique quality to meet specific customer needs. The product differentiation strategy is associated with the active search and conquest of market niches;

Focusing sales. The focusing strategy recognizes that one organization cannot be competitive in all areas of activity. This strategy involves concentrating sales efforts on specific market segments, specific customer groups, or geographic markets.

The choice of one or another competitive strategy depends on the market share occupied by the enterprise, the scale of activity, the ability to use advanced production technologies and promotion of goods to the market and other factors.

If an enterprise is engaged in only one type of activity, then competitive strategy is part of his overall strategy. If an enterprise has several strategic business units, then each of them can develop its own competitive strategy.

Functional Strategies are developed specifically for each functional area of ​​the enterprise: marketing, production, personnel management, financial, etc. For example, a marketing strategy consists of identifying goods, services and markets to which they can be offered, and the most effective composition of the marketing mix (market research, product and pricing policy, distribution channels and sales promotion). Financial strategy focuses on issues of financial indicators of the strategic plan, evaluation investment projects, formation and distribution of financial resources.

The developed strategy must be implemented. Implementation of the strategy includes:

1. Development of tactical plans consistent with strategies.

2. Policy definition, i.e. general principles, guidelines for action and decision making. In particular, enterprises develop production, technological and innovation, product, pricing, supply and sales, financial investment, and personnel policies.

3. Development of procedures and rules (standard actions in specific situations) to manage the implementation of plans in various functional areas.

4. Improving organizational management structures with a focus on solving strategic problems.

5. Development of budgets, which act as mechanisms for allocating resources necessary to implement plans.

6. Development of a personnel motivation system focused on achieving strategic goals.

The final stage the strategic planning process is strategy assessment (strategic control) . The evaluation procedure ultimately comes down to deciding whether the chosen strategy will allow you to achieve your goals. The strategy is assessed in the following areas:

Compliance of the chosen strategy with the state and requirements of the external environment: to what extent is the strategy linked to the interests of the main subjects of the environment, how fully are the factors of market dynamics taken into account, life cycle innovations, products, whether the implementation of the strategy will lead to the emergence of new competitive advantages, etc.;

Compliance of the chosen strategy with the potential and capabilities of the organization at present and in the future. At the same time, the capabilities of personnel, organizational structure, and the possibility of attracting financial resources are assessed;

Acceptability of risk - the realism of the premises underlying the choice of strategy, the negative consequences that can result from the failure of the strategy.

It should be borne in mind that strategic planning errors can be fatal for an organization. If errors in current planning can be corrected and overcome quite easily and quickly in the process of well-established procedures for monitoring and correcting management decisions, then errors in strategic planning cannot be quickly corrected. An incorrectly chosen direction of activity can lead an organization to a dead end. If, however, considerable capital investments have already been made to achieve incorrectly chosen goals, the organization may find itself on the verge of bankruptcy. In this regard, at the strategy assessment stage, analysis and examination of its development are very important.

• The essence and content of strategic planning of activities.
• Stages of strategic planning for the development of a company.
• Structure and content of strategic plans.

The essence and content of strategic planning

The current rate of change in the economy is so great that strategic planning seems to be the only way to formally forecast future problems and opportunities.

Strategic planning provides senior management with:

• means of creating a plan for the long term,
• oa basis for making decisions that help reduce risk in decision making,
• ointegration of the goals and objectives of the structural divisions of the enterprise.

Strategic planning- this is the process of developing and implementing an enterprise development strategy in the future based on forecasting changes in environmental parameters, determining priority areas of development and methods effective use strategic resources. It focuses on changes and innovations, their stimulation, based on actions that anticipate changes in environmental conditions, anticipate risks and capture opportunities to accelerate the development of an enterprise.

Differences between strategic planning and traditional long-term planning:

The future is determined not by extrapolation of historical development trends, but by strategic analysis, i.e. identifying possible situations, dangers, chances of the enterprise that can change existing trends;

A much more complex process, but it also leads to more significant and predictable results.

The process of strategic planning in enterprises includes the implementation of the following interrelated functions:

1) determination of long-term strategy, basic ideals, goals and objectives for the development of the enterprise;

2) creation of strategic business units in the enterprise;

3) justification and clarification of the main goals of the marketing research market;

4) carrying out situational analysis and choosing the direction of economic growth of the company;

5) development of a basic marketing strategy and integrated production planning;

6) choice of tactics and refined planning of ways and means to achieve the assigned tasks;

7) monitoring and evaluation of main results, adjustment of the chosen strategy and methods of its implementation.

Strategic planning, along with general ones, has special principles:

Strategic focus of environmental analysis to identify key problems that significantly affect the functioning of the enterprise, analyze development alternatives, identify opportunities for changing existing and emerging new trends, etc.;

Focus on a management system that easily adapts to changes in the external and internal environment of the enterprise;

Optimization of the time horizon for solving strategic problems;

Focus on strategic growth points and priority areas of development of the enterprise and its divisions;

Ensuring optimal decentralization in organizing planning;

The relationship between strategic and tactical planning.

The main advantage of strategic planning is a greater degree of validity of planned indicators, a greater likelihood of the implementation of planned scenarios for the development of events. Along with obvious advantages, strategic planning has a number of disadvantages that limit the scope of its application:

1. Strategic planning, by its nature, does not provide a detailed description of the future. Its result is qualitative description state to which the company should strive in the future, what position it can and should occupy in the market in order to respond to main question whether the company will survive or not competition in future.

2. Strategic planning does not have a clear algorithm for drawing up and implementing a plan. Strategic planning goals are achieved through the following factors:

high professionalism and creativity of planners;

close connection of the company with the external environment;

active innovation policy;

inclusion of all employees of the enterprise in the implementation of the goals and objectives of the strategic plan.

3. The strategic planning process requires a significant investment of resources and time for its implementation compared to traditional long-term technical and economic planning.

4. The negative consequences of strategic planning, as a rule, are much more serious than traditional long-term planning.

5. Strategic planning by itself cannot bring results. It must be complemented by mechanisms for implementing the strategic plan.

Strategic plans of enterprises are needed not only by himself. They should serve as the basis for developing and clarifying forecasts for the country's economic and social development. At the same time, the exchange of reliable information between enterprises and higher authorities and market infrastructure should be voluntary and mutually beneficial.

Stages of strategic planning for company development

Strategic planning has its own technology. The strategic planning process includes the following stages:

Defining the mission of the enterprise (company);

Formulating the goals and objectives of the enterprise;

Analysis and assessment of the external environment;

Analysis and evaluation internal structure enterprises;

Development and analysis of strategic alternatives;

Choice of strategy.

Strategic planning is the most important function of strategic management. The strategic management process, in addition to strategic planning, also includes strategy implementation, assessment and control of strategy implementation.

Let's consider main components of strategic planning.

1. Definition of the mission of the enterprise

This process consists of establishing the meaning of the enterprise’s existence, its purpose, role and place in market economy.

The strategic mission of an enterprise is important for both internal and external spheres of activity of the enterprise. Within the enterprise, a clearly defined strategic mission gives staff an understanding of the enterprise's goals and helps in developing a unified position that contributes to strengthening the enterprise's business culture. Outside the enterprise, its clearly developed strategic mission helps to strengthen the integral image of the enterprise and create its unique image, explains what economic and social role it seeks to play and what perception it seeks from buyers.

Definition strategic mission enterprise is based on four mandatory elements:

history of the enterprise;

areas of activity;

priority goals and limitations;

main strategic claims.

2.Formulation of goals and objectives for the functioning of the enterprise

Goals and objectives should reflect the level to which customer service activities need to be taken. They must create motivation for people working in the company.

The following requirements apply to the goals:

functionality - goals must be functional so that managers at various levels can transform goals that are set at a higher level of management into tasks for lower levels;

selectivity - goals must ensure the necessary concentration of resources and efforts. In conditions of limited resources, basic production tasks, on which it is necessary to concentrate human, monetary and material resources. Therefore, goals should be selective rather than comprehensive;

multiplicity - it is necessary to set goals in all areas on which the viability of the enterprise depends;

achievability, reality - an unrealistic goal leads to demotivation of employees, to their loss of direction, which negatively affects the activities of the enterprise. Therefore, goals should be challenging enough so as not to discourage employees. At the same time, they must be achievable, that is, not beyond the capabilities of the performers;

flexibility - the ability to adjust goals in accordance with changes in the external and internal environment of the company in the process of their implementation;

measurability - the possibility of quantitative and qualitative assessment of goals both in the process of setting them and in the process of implementation;

compatibility - all goals in the system must be compatible. Long-term goals must correspond to the mission of the enterprise, and short-term goals must correspond to the long-term ones;

acceptability - this quality means the compatibility of the company’s goals with the own interests of its owners and employees, as well as taking into account the interests of partners, clients, suppliers and society as a whole;

specificity - this characteristic of goals helps to unambiguously determine in which direction the company should operate, what needs to be obtained as a result of achieving the goal, in what time frame it should be implemented, who should implement it.

There are two approaches to the process of structuring goals in planning: centralized and decentralized;

1. The centralized approach assumes that the system of goals at all levels of the company’s hierarchy is determined by top management.

2. With the decentralized method, all lower levels participate in the structuring process along with top management.

From the point of view of technology for substantiating goals, the algorithm for structuring them includes four successive stages:

identification and analysis of trends in the external environment;

establishing the ultimate goals of the company;

building a hierarchy of goals;

establishing individual (local) goals.

3. Analysis and assessment of the external environment

Analysis of the external environment involves the study of its two components: the macroenvironment and the microenvironment (the immediate environment).

Analysis of the macroenvironment includes the study of the influence on the company of such environmental components as:

State of the economy

Legal regulation,

Political processes, natural environment and resources,

Social and cultural components of society,

Scientific and technological level,

Infrastructure, etc.

The environment of the immediate environment of the enterprise, i.e. The microenvironment of an enterprise consists of those market participants with whom the enterprise has direct relationships:

Suppliers of resources and consumers of its products,

Intermediaries - financial, trade, marketing, government economic structures(tax, insurance, etc.);

Competing enterprises

The media, consumer societies, etc., which have a certain influence on the formation of the image of the enterprise.

4. Analysis and assessment of the internal structure of the enterprise

Analysis of the internal environment allows us to determine the internal capabilities and potential that a company can count on in competition in the process of achieving its goals.

The internal environment is studied in the following areas:

Research and development,

Production,

Marketing,

Resources,

Product promotion.

The analysis carried out in strategic planning is aimed at identifying threats and opportunities that may arise in the external environment in relation to the company, the strengths and weaknesses that the company has. To analyze the external and internal environment in strategic planning, methods such as:

SWOT analysis method,

Thompson and Stickland matrix,

Boston Advisory Group Matrix, etc.

The most common method of studying the internal environment of an enterprise is the SWOT analysis method. It can last from 1-2 hours to several days. In the first case, conclusions are drawn on the basis of an express survey, in the second - on the basis of studying documents, developing a situation model and detailed discussion of problems with stakeholders. At the same time, a quantitative assessment of strengths and weaknesses makes it possible to set priorities and, on their basis, distribute resources between various areas of economic growth. Next, problems that may arise with each combination of strengths and weaknesses of the enterprise are formulated. This is how the enterprise gets into a problem area.

Along with methods for studying threats, opportunities, strengths and weaknesses of a company, the method of compiling its profile can be used. With its help, it is possible to assess the relative importance of individual environmental factors for the company.

5. Development and analysis of strategic alternatives

At this stage of strategic planning, decisions are made about how the company will achieve its goals and implement corporate mission. The content of the strategy depends on the situation in which the company finds itself. When developing a strategy, a firm typically faces three questions:

1.what types of activities to stop,

2.which ones to continue,

3.Which business should I go into?

In a market economy, there are three directions for strategy formation:

Achieving leadership in the field of minimizing production costs;

Specialization in the production of a certain type of product (service);

Fixation of a certain market segment and concentration of the company’s efforts on this segment.

6. Choice of strategy

To make effective strategic choices, top-level managers must have a clear, shared vision for the company's development. Therefore, the strategic choice must be definite and unambiguous. At this stage, from all the strategies considered, one should be selected that best suits the needs of the company.

The considered stages of developing a strategic plan and the form of its presentation are of a general nature and can be modified in accordance with the specifics of a particular enterprise.

Lecture, abstract. The essence and content of strategic planning - concept and types. Classification, essence and features. 2018-2019.

Structure and content of strategic plans

The concept and content of the organization’s strategic plan

The main document of strategic planning at the enterprise is strategic plan. His structure could be as follows:

Preface (summary);

1.Enterprise goals

2.Current activity and long-term goals

3.Marketing strategy

4. Strategy for using the competitive advantages of the enterprise

5.Production strategy

6.Social strategy

7. Strategy for resource support of production

8. Strategic financial plan of the enterprise

9.R&D strategy

10.Strategy of foreign economic relations of the enterprise

11.Management strategy

Application.

The preface characterizes the general state of the enterprise:

types of products, their significance from the point of view of competitiveness, quality and safety of use,

main technical and economic performance indicators for the last 5 years and for the planned period,

a brief description of resource potential,

key indicators of technology, organization, management.

The preface should be short, business-like, and specific. It is developed last, after all sections of the strategic plan have been justified.

1. In the section “Goals and objectives of the enterprise,” the goals of the enterprise are formulated, its organizational and legal form, charter and features are determined.

The most significant financial goals in market conditions are:

Volume of sales;

Profit margin;

Sales and profit growth rate;

The rate of return on all capital (or all assets);

Ratio of profit to sales volume.

2. In the section “Current activities and long-term objectives”:

reveal the organizational structure of the enterprise,

give characteristics of manufactured goods, their competitiveness in specific markets,

show the company’s connections with the external environment, trusted partners,

consider technical and economic indicators entrepreneurial activity over the past 5 years and for the future.

3. The “Marketing Strategy” section includes the development of the following components.

Product strategy - developed standard solutions(approaches) about modification, creation of a new product and withdrawal of products from the market.

targeted programs - in practice Russian enterprises develop such targeted programs as “Health”, “Housing”, etc.;

social protection of workers - it is advisable for an enterprise to establish additional compensation for workers, pensioners, women and mothers at the expense of profits, to provide workers with products and goods of prime necessity and high demand.

7. The section “Strategy for resource support of production” covers:

resource provision production and bottlenecks in organizing the use of production potential;

development new strategy ensuring production of all types of resources;

feasibility study and coordination of measures to implement a new strategy for ensuring production.

8. In the section “Strategic financial plan of the enterprise”, they form and determine the use of financial resources to implement the enterprise’s strategy. This allows you to create and change financial resources, define them rational use to achieve enterprise goals in changing conditions. The development of a financial strategy should be preceded by a thorough economic analysis activity of the enterprise, including analysis economic activity and determining its financial capabilities.

9. The section “R&D Strategy” considers the activities of the enterprise aimed at creating new technologies and types of products. This section includes the following components:

1. Technological forecasting and planning.

2. R&D structure.

3. R&D management.

The specifics of the work require an adequate management system, flexible, capable of making the best use of qualification potential, with an informal organizational structure, readiness for rapid restructuring, strict control over the timing and efficiency of work.

When developing a strategy, timely capture of changes in the internal and external environment allows you to reduce losses or gain benefits based on response actions. A special role in the capture mechanism is played by the information system, which must be uniform for the entire management system.

Reformulation is the process of revising goals and developing an adjusted enterprise development strategy. However, reformulation is not a strategy development process because it does not address all the elements of the strategy, but only tweaks it.

One of the most difficult processes in management strategy is putting strategy into action. New goals are not always correctly perceived by enterprise employees, since they do not affect their interests. In addition, people get used to working in conditions of stability, so the introduction of a new strategy encounters resistance on their part. There is a need to manage resistance.

The “Appendices” usually contain the following materials:

Characteristics of competitors;

Instructions, methods, standards, descriptions of technologies, programs and other auxiliary materials;

Initial data for calculations;

Explanatory notes, etc.

The following composition and content of sections strategic plan approximate. At a specific enterprise, managers, taking into account the recommendations of planning guidelines, independently build a strategic plan.

Formation social strategy enterprise is a dynamic process that is based on a certain sequence of interrelated stages (Fig. 2).

Rice. 2. - The process of formation and implementation of the enterprise strategy:

The first stage of forming a social strategy industrial enterprise is the goal setting stage. The result of actions at this stage should be an idea of ​​the desired state of the enterprise, which it should achieve after a certain period of time. To determine the desired state, the most important point is the choice of direction of development, which, in turn, significantly depends on the mission of the enterprise.

At this stage, the mission, strategic social goals and objectives of the enterprise are formulated. The definition of the social mission of a business should be based on conviction, supported by the best domestic and international practice. It is as follows: sustainable development of companies, combining economic, social and environmental factors, leads to a reduction in business risks, strengthens competitiveness, increases personnel efficiency and consumer loyalty, improves the reputation of companies, and creates a positive contribution of the business community to the sustainable economic and social development of the country. This means that national priorities for the development of society and the tasks of effective business are strategically not only compatible, but interconnected.

The social mission of a company can be formulated in the context of the overall mission of the organization, or it can be independent.

The social context in the mission statement allows the external society to create general idea about the values ​​of the organization, and also informs the company’s employees about the directions of development of the company’s social environment, which contributes to their identification with the organization and orientation in its long-term development. In addition, the mission allows you to manage the enterprise more systematically, clearly formulate the strategic and tactical goals of the organization, and have a basis for resource allocation.

The social mission declares the values ​​of the enterprise, which determine the type of strategic behavior of the company and are the basis of the company's social policy. At the same time, values ​​can be present and taken into account informally, or they can be widely advertised both within the organization and outside it. Through corporate values, it is possible to balance the interests of management, staff and society.

The content of this stage also lies in the formulation of goals - specific final states of the components of the social sphere to which the enterprise strives. It is in accordance with the goals that all the main functions of social management are implemented: planning, organization, motivation and control. Goals are the basis of development social plans, building organizational relationships, forming personnel incentive systems, as well as a reference point for monitoring and assessing the performance of each employee and organization in the process of implementing the strategy.

The social goals of an enterprise can be the following: achieving social balance in the organization, modeling a system of harmonious social relations, creating an impeccable image of the enterprise, ensuring high level quality of social infrastructure development, formation of a rational personnel structure, development of a flexible system of social protection for employees, increasing the level of compensation for lost earnings, creating safe, ergonomic and aesthetic working conditions for enterprise employees corresponding to the level of leading enterprises, promoting the development of scientific potential and improving the quality of education, participation in the formation of a mature civil society, the development of joint financing social programs.

The formulation of goals should take into account the possibility of quantitative and qualitative assessment of their achievement. As quantitative indicators you can use: staff turnover rate, structural relationships by gender, age, qualifications, size social package per employee, the level of quality of the social sphere, the volume of charitable payments, the coefficient of staff development, the index of social activity of the company, etc.

Wherein, social goals enterprises must be developed in accordance with such requirements as: reality of achievement, possibility of adjustment, specificity, measurability of results, consistency, providing for the development of short-term, v long-term and strategic goals.

The second stage of developing a social strategy for an enterprise is associated with conducting comprehensive analysis the state of the external and internal social sphere of the company, which can be carried out using psychological tests, sociological surveys, observation, SWOT analysis, environmental profiling, opportunity matrix, expert assessments and etc.

Analysis of the external social sphere of an enterprise is a process through which a company evaluates changes in the environment that may affect its activities. The main factors may be:

• - changes in legislation, tax policy, living standards of the population;
• - environmental situation, development of the social sphere and social security system at the state and regional level;
• - municipality, competitors, socio-demographic structure of the population, labor market, changes in values ​​and public opinion of society, etc.

It is advisable to study these factors in order to identify potential threats and emerging opportunities for the development of the social environment of the organization.

Analysis of the internal social sphere of a company involves assessing the real state of the enterprise to identify its strategic strengths and weaknesses, as well as directions for development. At the same time, it is necessary to study the existing personnel management system at the enterprise, the level of development of social infrastructure and the social protection system, the nature of relationships in the organization, working conditions, organizational culture, the system of dominant needs and motives of personnel, the degree of job satisfaction, as well as the socio-demographic structure of the team employees.

The relevance of using a comprehensive analysis of the social sphere in the process of strategic management of an enterprise is due to the predominance at domestic enterprises of managerial and economic methods of analyzing the internal and external environment of the organization, as well as certain empirical socio-psychological methods that allow the study of individual subjectively selective factors of the social subsystem of the enterprise.

The object of this type of analysis will be social processes and the phenomena of a specific company, the study of which will provide information necessary for the development of alternatives to the social behavior of the enterprise. This information should contain: a list of the most pressing social problems of the enterprise, the relationship between objective and subjective aspects in the course of social processes in the enterprise, the significance and social consequences of ergonomic, technical, technological, personnel and other changes occurring in the organization;

• - the presence of regulated and spontaneous social processes at the enterprise;
• - possible technologies for achieving social goals and objectives;
• - directions of social behavior of the organization in the external environment.

The subjects of analysis of the social sphere of an enterprise should be specialized units, officials, line managers of the organization.

Also independent external auditors.

At the same time, an analysis of the social sphere of a particular enterprise will allow solving the following problems:

• - evaluate the effectiveness of methods for using the social resources of the enterprise;
• - analyze the structure of the needs of the organization’s employees in order to identify the dominant elements;
• - develop a set of measures to meet identified needs;
• - identify social reserves for increasing labor productivity and methods of using them;
• - determine the social efficiency of changes carried out at the enterprise, new economic and organizational forms activities of the team of employees;
• - assess the intensity of the company’s interaction with external strategic partners and the directions of their long-term cooperation;
• - analyze the level of external social investments of the enterprise and prospects for their activation;
• - propose measures to implement strategic plans, long-term targets comprehensive programs development of the social sphere of the enterprise.

The main sources of information for conducting a comprehensive analysis of the social subsystem of the organization will be:

• - reporting on labor (“Information on the number wages and movement of workers”, “Labor report”, internal timesheets and movement of workers, etc.);
• - materials from sociological surveys, observations, interviews and psychological tests;
• - financial statements enterprises (“Report on the costs of production and sales of products (works, services) of the enterprise);
• - statistical reporting;
• - collective agreements and labor contracts;
• - personal cards of employees;
• - orders and instructions for the enterprise;
• - legislative and regulations federal, regional and local levels;
• - materials from periodicals, television programs, official documents, etc.

Thus, the use of analysis of the social sphere in the process of strategic management of an enterprise will make it possible to determine the trends in the social development of the company, scientifically substantiate strategic plans and management decisions in the area of ​​the social subsystem, monitor their implementation, evaluate the results achieved, search for and measure the value of the organization’s social reserves and develop measures for their use.

Based on the results of a comprehensive analysis, it is determined strengths, limitations and features of the internal social environment of the enterprise, opportunities and threats from the external social environment are identified, on the basis of which strategic alternatives are formed, and the main social goals of the organization are clarified.

At this stage of the process of developing a social strategy for an enterprise, an analysis of the developed and implemented corporate strategy should be carried out. This is necessary to determine the directions of development of the social sphere of the company and the differentiation of the components of the social strategy, determining the time period for the formation of the social strategy. The main condition of the analysis is the duration of the period adopted for the formation of the overall development strategy of the enterprise, based on the fact that the social strategy in most enterprises is subordinate to it and cannot go beyond this period.

The third stage is associated with assessing the level of quality of the social sphere of the enterprise. An important comprehensive indicator of the development of the social sphere of an organization must be considered the level of its quality, which is a set of properties and characteristics of the social subsystem of the company, capable of satisfying the specific needs of employees and the enterprise.

Considering that indicators for assessing the development of the social sphere of an enterprise are characterized by both qualitative content and quantitative level, there is a need to use universal technique, allowing them to be correlated in the same meters.

According to the methodology for determining quality, to assess the quality of the social sphere of an enterprise it is necessary:

• - determine a list of those properties, the totality of which sufficiently fully characterizes the quality of the social sphere;
• - measure properties, i.e., determine their numerical values ​​for a specific enterprise;
• - analytically compare the obtained data with similar characteristics of other enterprises taken as a standard or for comparison.

The result obtained will characterize with a sufficient degree of reliability the level of quality of the social sphere of the organization.

The fourth stage is associated with the development and analysis of social strategic alternatives. This stage involves the formulation of strategic alternatives for the development of the organization, as well as the choice of strategic directions for the development of the social sphere of the organization, the main criteria of which should be the following parameters: financial condition organization, motivational structure of personnel, the ability of the organization to achieve its social goals, the reality of strategy implementation, existing restrictions in the functioning of the enterprise, increasing job satisfaction of the organization’s personnel, forming a positive image of the company, increasing its social activity, the model of the organization’s behavior in the external environment.

At the fifth stage, a set of strategic social programs, projects, plans, budgets is developed, which must be consistent with each other, provide for the main directions of development of the social sphere of the enterprise, taking into account the results of the strategic analysis of the internal and external social sphere, as well as the financial condition of the organization.

This is carried out on the basis of the formation of a strategic plan for the development of the social sphere of the enterprise and specification target indicators for each structural unit of the enterprise. The strategic plan is a document that contains a list of activities for the implementation of the social strategy, the timing of their implementation, the units implementing these activities, responsible officials, as well as the costs for each section of the strategic plan. The main aspect at this stage is coordination activities to organize the functioning of each unit to implement the strategic plan.

A prerequisite here must be the holding of meetings, meetings labor collective, issuing newsletters, using internal corporate local networks to provide enterprise employees with information about the goals of the social strategy, its content and means of implementation. The content of the sixth stage is the development organizational events to ensure the implementation of the social strategy, including:

• - organizational support, which is associated with the choice of basic organizational and technical conditions that ensure the most effective management social sphere;
• - Information Support, composition, which should include data on the components of the internal and external social environment;
• - general instrumental support, that is, a set of applied management methods of an administrative, informational, economic and socio-psychological nature;
• - labor resource provision, representing a group of enterprise specialists who are professionally proficient in the methodology of social management. These are primarily HR department employees, managers at all levels, as well as consultants on social, psychological and ethical issues;
• - financial support, which is determined by the totality of financial resources necessary for the enterprise to maintain and develop socially oriented activities.

An important aspect at this stage is coordination activities to organize the functioning of each unit to implement the strategic plan.

At the seventh stage, the developed social strategy of the enterprise is assessed, which is carried out according to a system of special economic and social criteria installed by the enterprise. In addition, strategic and tactical audit and self-assessment methods can be used.

Based on the assessment results, the necessary adjustments are made to the developed social strategy, after which it is accepted for implementation. Wherein, important point The process of developing and implementing a company's social strategy is monitoring the internal and external social sphere of the enterprise, which is necessary throughout all stages for the timely regulation of the directions of social development of the company.

Monitoring the social sphere of an industrial enterprise is an information base management activities and is a scientifically based system for collecting, summarizing and analyzing social information for use in the process of making strategic and tactical decisions.

The objects of monitoring in the internal environment of the enterprise are all components of the company’s social strategy. In the external environment, these are social processes and phenomena that can affect the socio-economic development of an enterprise: the relationship between society and business, directions for the development of non-profit organizations, the role of trade unions in economic system, relations between business and government authorities, socio-cultural characteristics of the population, industry and inter-industry interaction, etc.

When carrying out monitoring, data from all sources of information must be comprehensively used: current statistics, reporting, one-time accounting, forecast indicators, sociological and psychological surveys and interviews, organizational and personnel audits, the results of a comprehensive analysis of the social sphere of the company, etc.

The monitoring process should be based on the following principles:

• - consistency and reliability of information;
• - objectivity and efficiency in obtaining and providing information;
• - comparability of the information used;
• - accessibility of the formulation of generalizing conclusions and assessments.

Systematic monitoring of the state of the social sphere should be carried out using a reasonable list of social indicators and indicators for each of the components of the social strategy.

The “Personnel” component can consider indicators of the number and structure of the organization’s personnel, costs of personnel training, professional and qualification structure of personnel, staff turnover, degree of job satisfaction, labor productivity, and wages.

In the “Working Conditions” component, the main place is occupied by indicators characterizing the level of labor safety at the enterprise:

• - the share of certified and certified workplaces in the organization;
• - cost of a workplace in the organization;
• - capital-labor ratio;
• - level of injuries;
• - level of occupational diseases;
• - share of personnel employed in hazardous or hazardous conditions labor;
• - satisfaction with working conditions in the organization.

For the “Social and Labor Relations” component, it is necessary to analyze the following indicators:

• - cohesion in the team;
• - the proportion of the organization’s employees who are members of trade unions;
• - number of violations of labor discipline;
• - the number of labor conflicts in the organization for a certain period;
• - level of conflict in the team.

The “Social Protection” component will consider such indicators as:

• - the amount of mandatory and voluntary social payments;
• - the amount of payments for pensioners who worked in the organization;
• - the amount of payments for the children of employees;
• - the amount of consumer loans issued;
• - share of costs for sporting events;
• - share of costs for supporting young families;
• - share of costs for employee rest;
• - number of housing facilities of the enterprise, etc.

For the “Social Infrastructure” component, it is necessary to focus on the following indicators:

• - the number of infrastructure facilities on the balance sheet of the enterprise;
• - costs of maintaining own social infrastructure facilities;
• - costs of the enterprise for social outsourcing;
• - enterprise costs for maintaining collective infrastructure facilities;
• - level of morbidity in the organization.

According to the component " Organizational culture» analyzes the presence in the organization of:

• - symbols;
• - ceremonies and rituals;
• - traditions;
• - history of the organization;
• - code of conduct;
• - value systems;
• - high level of intergroup cohesion;
• - deep degree of internal integration;
• - mentoring.

For the “Socially Significant Activities” component, the main importance should be given to such indicators as:

• - number of implemented own social programs;
• - number of cases of participation in the implementation of social programs of others legal entities and authorities;
• - the amount of external social investments for the development of the local community;
• - the amount of external social investments for environmental protection measures;
• - share of costs for social programs;
• - frequency of participation in social events;
• - provision of non-financial reporting.

The indicators for the “Formation of Relationships” component will include:

• - frequency of participation in public events (conferences, symposiums, discussions, round tables);
• - relationship stability coefficient, degree of social activity (membership in trade unions, public, non-profit organizations);
• - degree of economic activity (membership in associations, unions, unions).

The use of this system of indicators and indicators will provide a reliable information basis and improve the quality of the process of developing the enterprise’s social strategy.

The implementation of the company's social strategy includes: organizational, information technology, general instrumental, personnel and financial support for the process.

Organizational support is characterized by the formation of basic organizational and technical conditions that ensure the most effective implementation of the company's social strategy. This requires the creation or expansion of structures (positions) that will carry out strategic management social environment of the enterprise.

Information and technical support for the implementation of the developed strategy provides for the formation and circulation of information flows in the enterprise.

Also providing autonomous technical means collection, accumulation, storage, processing and transmission of information, creation of appropriate information system, which will provide its users with information in a convenient form.

The main requirements for this system are the widespread use of computers, advanced information technologies, mathematical methods and modeling, etc.

Personnel support for the process of implementing the social strategy is the presence at the enterprise of a set of specialists who are professionally proficient in the methodology of social management.

We are talking about the formation at the company of a multifunctional service based on the professionalization of employees of personnel departments, with the obligatory inclusion of industrial psychologists and sociologists, specialists in the field labor relations and ethics, as well as line managers production units who are directly involved in resolving these issues.

Instrumental and methodological support, representing a set of applied methods social management, as well as the development and use of normative, methodological and legal documentation for the implementation of activities for the development and implementation of a social strategy, which is associated with the presence and use of legislative acts, regulatory and reference materials, sanitary and hygienic standards, quality standards, etc.

The implementation of a social strategy can be carried out on the basis of a set of methods of targeted influence on:

• 1) employee;
• 2) group;
• 3) organization.

At each of these three levels, management faces specific problems, and therefore develops appropriate methods, some of them are applicable in each of the three cases, the use of others is limited to any one of them. In relation to an individual employee of an enterprise, the impact on the individual’s behavior can be distinguished:

• a) direct (order, task);
• b) through motives and needs (stimulation);
• c) through a value system (upbringing, education, etc.);
• d) through the environment social environment(changes in working conditions, status in administrative and informal organizations, etc.).

In relation to a group included in the production team of an enterprise, social management methods are distributed as follows:

• a) purposeful formation of the composition of the group (according to qualifications, demographics, psychological characteristics, number and location of jobs, etc.);
• b) group unity (through organizing competition, improving leadership style, using socio-psychological factors and other methods).

At the level social organization enterprises use methods:

• a) coordination of formal and informal structure (overcoming contradictions between planned and actual connections and norms);
• b) democratization of management (by increasing the role public organizations, widespread involvement of workers in the development of common decisions, election of some production managers, development of labor activity, etc.);
• c) social planning (improving the skills of workers, improving the social structure of the team, improving the well-being of workers and other activities).

Financial support for the implementation of a social strategy is a set of financial resources necessary for an enterprise to maintain and develop the social sphere.

An important aspect of the effectiveness of ensuring the process of implementing the social strategy of an enterprise is its systematicity, continuity and coverage of all organizational levels of the enterprise, as well as the transparency of the results of implementation, which must be carried out through:

• - reporting based on the establishment of clear principles for the preparation of reports on the most significant social, ethical and environmental issues, their publicity and public examination;
• - audit, characterized by the involvement of internal and external auditors to obtain an independent opinion on emerging risks, risk management in the company, as well as to confirm the accuracy and structure of the disclosed information.

The above measures will create conditions for the implementation of the social strategy and monitor the results of its implementation, which includes increasing the authority of departments for the development of the social sphere, the interest and awareness of all levels of management in its strategic directions, as well as the availability of effective feedback.

Dmitry Sirotkin, IKF "ALT"

The article discusses a number of methodological issues that arise in different stages development of company strategy. The emphasis is on summarizing the practice of strategy development projects consulting company"ALT", and not on the presentation of general theoretical approaches to developing an organization's strategy.

When considering approaches to developing an organization's strategy, we rely on examples from the practice of various organizations - both industry holdings and companies from the non-production sector. This allows us to provide an overview of the main features of the process of developing an enterprise development strategy, common to enterprises from different industries. Industry specifics should be reflected in the goals and substantive issues addressed at each stage of the strategic process in a particular organization.

When they talk about a strategic development plan, it is assumed that the company will not just continue to carry out operational activities, but will develop, that is, carry out qualitative changes in its activities. For example: an equipment manufacturing company is developing a service network; the distribution company is actively developing its logistics business; a successfully operating restaurant is replicated as a network project. As a rule, strategic decisions are driven by active changes in the industry market.

It is important that these changes occur in a controlled manner. If we continue the example with a restaurant chain, it is necessary to plan how many restaurants will open during the implementation period of the strategy, what financial and human resources will be required, etc.

It is most advisable to begin developing a strategy if there are external or internal incentives for further development companies. Let's assume that the owner decides not to create a chain, but simply to maintain the restaurant in good condition and continue to make a profit. In this case, there is no need to develop a company strategy; it is enough to prepare a medium-term financial plan. But if a couple of competing restaurants open nearby, then this modest goal of the owner will turn into a difficult strategic task, which is unlikely to be solved without any qualitative changes.

Specifics of strategy development for companies included in the holding

Unfortunately, there is no unambiguous scheme for the distribution of functions between the subsidiary and parent companies of the holding when developing a strategy. The range of options is wide and depends primarily on the holding management model. For example, if the purchasing and sales functions are transferred to the parent company, then the subsidiary may simply not need a separate strategy.

It should be noted that usually the parent company of an industry holding is more deeply involved in the development of the subsidiary’s strategy than the parent company of a diversified holding.

Typically, the parent company takes on the following functions when developing the subsidiary's strategy:

• General development methodology and standard structure of strategy description. This ensures comparability of the subsidiaries’ strategies and simplifies the task of combining these strategies into an overall corporate strategy
• Setting a number of target indicators that the developed strategy should provide. Depending on the priorities of the holding, such indicators may be a certain level of profitability, growth of market share or revenue, return on investment, etc.
• Coordination and approval of the subsidiary company's strategy.

In practice, the role of the holding company's parent company is usually contradictory. On the one hand, it actively encourages subsidiaries to break away from their immersion in operational activities and become concerned about their strategic future. On the other hand, many Russian parent companies are characterized by such manifestations as hypercontrol and interference in the implementation of the subsidiary’s strategic plan. Hypercontrol is expressed in monitoring a large number of indicators, which leads to chronic underfulfillment of the strategic plan and demotivation of the subsidiary’s management. Intervention most often manifests itself in the decision of the parent company to suspend the implementation of an investment project included in the strategic plan and to use these investment resources for other purposes. These potential difficulties should be taken into account and discussed in advance when developing a business development strategy.

Main stages of strategy development

Depending on the complexity and scale of the company’s business, the development format and size of the description of the prepared strategy can vary significantly. For example, the development strategy of a small entrepreneurial company is often developed in a one- or two-day strategy session. And the strategy large corporation usually takes several months to develop with the active involvement of strategic consultants. The key stages of developing an enterprise development strategy, as a rule, remain the same (see diagram 1).

Diagram 1 - Main stages of developing an organization's strategy

Goals and strategic issues

The first question that arises even before formulating strategic goals is for whom this is being done in the first place - for ourselves or for an external user (investor, parent company of the holding, etc.). The content of the strategy itself should not change, but the emphasis in the preparation and presentation of the strategy may vary significantly. In a strategy for an investor, the description of the strategy should be closer to the format of a business plan: a detailed and well-structured strategic analysis, detailed justification and calculation of the required investments, etc. At the same time, the “strategy for yourself” contains a significant part of analytical information well known in the company and detailed economic calculations may be omitted or written briefly.

Usually two or three goals are formulated that clearly set priorities in the company’s strategic actions. Our practice shows that you should not strive to develop complete statements of goals from the very beginning. Moreover, one should distinguish different types goals: if goals-criteria ( for example, to achieve a turnover of $100 million in five years) it can be useful to establish initially and, based on them, select suitable means of achieving them, then goals-actions(for example, creating your own distribution network in a certain territory) is more logical to accept after conducting a strategic analysis and choosing a specific strategic alternative. Otherwise, you have to face a situation where at the end of the strategic process everyone understands the unviability of the goals officially approved at the start, but it seems inconvenient to adjust them.

Who sets the goals? The answers from different companies vary from “the owner” to “all employees of the company” and depend on the management system and corporate culture. It can be recommended to integrate the formulation of goals into the company’s procedure for making key management decisions.

It is important to avoid double standards and being driven into a corner. For example, we were faced with a situation where the parent company of an industry holding company directed its subsidiaries to set, as one of their goals, a standard level of profitability that was clearly too high for this industry. Driven into a corner, the companies responded by rolling out an investment program to modernize production for a very round sum. As a result, there was a constant lack of funds for modernization, the profitability indicator was not achieved, but formally, when developing the company’s strategy, everything was done correctly.

Our experience shows that the most important prerequisites for formulating development goals are often the so-called strategic issues. Such questions are sometimes almost childish in nature and concern either threats (for example, “is our design bureau capable of developing competitive products of the next generation?”) or opportunities for the company’s development (for example, “what is stopping us from turning from a regional player into a national one?”).

However, it is not the strategic questions themselves that have the main value, but the strategic answers to them. For example, we may come to a difficult but honest answer that our designers will not be able to develop a sample within the given time frame new products, on which we place a big bet, and we need to outsource engineering. Or that to become a national player we cannot do without attracting a serious investor. What is valuable here is that previously such strategic decisions were often not considered at all.

Strategic Analysis

Our strategic plans and decisions should be based whenever possible on sound facts, trends and forecasts. Ideally, a strategic plan would be created simply by translating the key findings of the strategic analysis into strategic action format. Unfortunately, in practice this most often does not work out.

Typically, strategic analysis includes the elaboration of a number of blocks (see Diagram 2).

Diagram 2 – Logic and stages of strategic analysis

On practice typical situation with the elaboration of such blocks it looks like this:

• Analysis of the external environment contains a large amount of varied information, from which, however, it is difficult to draw clear conclusions about what we should do
• Analysis of the internal environment is ascertaining in nature; it is difficult to understand from it what exactly in the company forms the basis of competitiveness, and what requires priority changes
• The forecasts are made either too formally (for example, based on the trend method) or too generalized (for example, within five years the consumption of our products is expected to increase by 30-100%)

Let's try to figure out what prevents the high-quality study of each of the main blocks of stratification.

IN analysis of the external environment Often, either the collection method predominates (a variety of unprocessed information about the market from various sources is brought into one place) or a formal systematic method (the capacity of the market and all its segments is systematically assessed, competitors and consumers are described, etc.). Such materials may look very impressive, but do not contain enough information to make informed decisions.

Both of these methods are variations of the frontal approach, in which we conduct analysis for our company in almost the same way as for a competitor company. Whereas the target approach is focused on in-depth study of issues that are of the greatest strategic importance for our company.

The advantages of the targeted approach for practicing managers are quite obvious. Why do marketing analysts of companies, as a rule, avoid it?

• Many analysts prefer not to take responsibility for their own conclusions and results of secondary analysis, but simply provide “impersonal” facts, estimates and calculations.
• The manager does not set the task before them clearly and in detail, without explaining the certainty in which issues the results of the analysis of the external environment should provide

The key problem in analysis of the internal environment– the objective difficulty of giving an unbiased assessment of the advantages and disadvantages of organizing a business in your own company. As effective method To overcome this problem, it is recommended to use benchmarking. Comparing the main performance indicators and organization of business processes for you and other market participants will allow you to objectify the company’s self-assessment and take a fresh look at yourself. In industry holdings, it is easier to start by comparing relevant information across subsidiaries, subsequently supplementing it with data on the strongest competitors.

Preparation of justified forecasts– the most difficult part of strategic analysis. The successful solution of this problem is facilitated by the combination of several forecasting methods.

In practical terms, it is worth noting the following:

• Often, when preparing forecasts, the importance of external sources and experts is overestimated and the importance of internal experts is underestimated. Involving top managers and specialized company specialists often leads to the development of a very thoughtful and balanced forecast
• Forecasts for some types of business significantly depend on changes in a number of external uncontrollable parameters (for example, currency exchange rates, government tariffs, duties, etc.). For these types of businesses, the use of scenario planning is especially important, when separate forecasts for a given business are prepared for several of the most likely scenarios of changes in the external environment.
• In practice, the task of strategic analysis is not a clearly localized stage of strategy development. Issues that require additional analytical elaboration arise throughout the creation of a strategy.

Strategic Alternatives

Strategic alternatives describe significantly different options for the company's development. The presence of interesting and truly competitive strategic alternatives expands the vision of development prospects and makes the choice of the company’s final development path more conscious.

Practitioners are often overly skeptical about the need for this stage of strategy development, since they clearly see only one development option based on the previous logic of the company's development. The approach to what to do in such a situation may vary. If behind this lies the conservatism of a team accustomed to moving along a well-worn track, it is necessary to insist on developing strategic alternatives. If behind such a position is the experience of a dynamic team that has managed to analyze and try out a whole range of ideas and development projects, then we can assume that they have already done the work of preparing alternatives.

Typically, each of the alternatives is based on one of the company’s large-scale development ideas. There are never many such ideas, so there are usually two or three alternatives. The value of exploring alternatives lies in the fact that we expand the logic of implementing a given development idea to more specific questions (which competencies are most important, how we position ourselves in the market, what we invest in, etc.).

When exploring alternatives great importance has such a moment as the comparability of alternatives, this will then make it possible to make a rational choice of one of them. To do this, first of all, it is necessary to at least enlarge the digitization of alternatives according to the same set of the most significant indicators at the end of the strategic planning period (revenue, profit, investment volume, etc.). Moreover, just because one of the alternatives is the leader in terms of these indicators, it does not automatically follow that it should be chosen. In some cases, risk analysis (tight deadlines for project implementation, lack of required competencies, etc.) leads to the conclusion that it is better to choose a less profitable, but more reliable or closer to the company alternative.

Strategic plan

Based on the chosen alternative, a strategic plan is prescribed, the key components of which are the strategic development concept and the program of activities to implement the strategy. The strategic concept succinctly describes the logic and objectives of development and the main activities for their implementation.

As a rule, at the stage of choosing an alternative, a number of ideas and development projects are quite general in nature. Therefore, at the stage of developing a strategic plan, they should be worked out in more detail. A successful method of solving this problem can be the formation of working groups to study each of the development projects. This allows not only to reduce work time, but also to involve the majority of middle managers, and even promising employees, in the development of the strategy. An additional effect is often the positive attitude of working group members towards solving new problems that arise at the stage of strategy implementation. As a result of the study of each development project, sometimes not only the content and timing of the required activities are specified, but also tasks at the interfaces of projects are identified, without the solution of which each of the related projects will be difficult to implement.

Preparing a program of activities to implement the strategy is a simple task for practitioners. Nevertheless, it is worth noting the importance of establishing personal responsibility for completing each of the activities on time, as well as the need to carefully coordinate the timing of all activities. This will make the program truly feasible.

Our experience has shown that at the stage of preparing a strategic plan, it is worth taking extra time to develop functional strategies for the main divisions of the company. When functional strategies are developed in close connection with the task of ensuring the implementation of strategy, they become clear, logical and well aligned with the functional strategies of other departments.

What indicators should be used to monitor the implementation of the strategy? Typically, the implementation of the strategy is monitored by the main financial indicators included in the strategic plan. On the one hand, these are exactly the indicators that interest owners. On the other hand, in practice it often turns out that the achievement (or non-achievement) of such indicators is influenced not only by the implementation of the strategy, but also by certain external factors. As a result, it may turn out that the team did everything to implement the strategy, but formally “failed” it, and vice versa, the strategic plan could have failed, but formally the indicators turn out to be in order. Apparently, such a system does not provide much motivation for the full implementation of the strategy.

It seems more logical to monitor both the implementation of key quantitative and time indicators of the strategy (for example, the number of introduced sales points per year or the timing of the commissioning of a new workshop) and the implementation of financial indicators. And above all, control the key financial indicators implementation of the strategy. If they are met, but the financial indicators are not, then it is necessary to analyze what exactly this is connected with.

STRATEGIC PLANNING

1. The essence and content of strategic planning

Planning is the process of determining the goals, objectives and performance indicators of an organization for the future, as well as specific actions (events) and the material and human resources necessary to solve them.

Strategic planning- This special kind practical activity, which consists in the development of strategic decisions (in the form of forecasts, draft programs and plans), providing for the promotion of such goals and strategies for the behavior of the relevant management objects, the implementation of which ensures their effective functioning in the long term.

Strategic planning is one of the management functions, which is the process of choosing the goals of the organization and ways to achieve them.

Strategic planning provides the basis for all management decisions. The functions of organization, motivation and control are focused on the development of strategic plans.

Strategic planning enables shareholders and company management to determine the direction and pace of business development, outline global market trends, understand what organizational and structural changes must occur in the company for it to become competitive, what its advantage is, what tools it needs to successful development.
Until recently, strategic planning was the prerogative of large international concerns. However, the situation began to change, and, as surveys show, more and more companies representing medium business, begin to engage in strategic planning issues.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.

The overall strategic plan should be viewed as a program that guides the firm's activities over an extended period of time, subject to constant adjustments due to the constantly changing business and social environment.

Functions of strategic planning:

· The strategic plan sets the direction for the organization's activities and allows it to better understand the structure of marketing research, the processes of consumer research, product planning, promotion and sales, and pricing planning.

· The strategic plan provides each unit in the organization with clear goals that are linked to the overall goals of the company.

· The strategic plan stimulates the coordination of efforts of various functional areas.

· A strategic plan forces an organization to evaluate its strengths and weaknesses in relation to competitors, opportunities and threats in the environment.

· This plan identifies alternative actions or combinations of actions that the organization can take.

· The strategic plan provides the basis for resource allocation.

· The strategic plan demonstrates the importance of implementing performance evaluation procedures.

Stages of strategy development

The strategic planning process represents represents the sequential implementation of the following stages:

· defining the mission of the organization;

· formation of the organization's goals;

· assessment and analysis of the external environment;

· management survey of the strengths and weaknesses of the organization;

· analysis of strategic alternatives;

· choice of strategy;

· strategy implementation;

· strategy assessment.

Mission of the organization- the main general purpose of the organization, expressing the reasons for its existence.

Target– the desired state in the development of the organization. Organization-wide goals are formed based on the mission of the organization and certain values ​​and goals that are oriented by senior management.

Assessment and analysis of the external environment is the process by which strategic planners monitor factors external to the organization to determine opportunities and threats to the organization.

Management survey is a methodical assessment of an organization's functional areas designed to identify its strategic weaknesses and strengths.

It is advisable for a management survey to cover the following:

1. The state of the organization as an object of management and the possibility of increasing its organizational potential:

o The structure and organizational potential of the organization, its connections and participation in other organizations;

o The state and dynamics of production factors (fixed production assets, labor and information resources);

o Use of existing production potential;

o The state of the internal environment of the organization’s development system and its connection with external organizations impacting development;

2. The organization’s activities by stage of the product/technology life cycle and opportunities for improvement, including:

o Activity structure;

o Study of social needs and how to satisfy and use them;

o Operation technological equipment;

o Manufacturing of products;

o Product circulation (marketing);

o Service of products at the consumer;

o Product disposal (or participation in this process).

3. Management mechanism and organization, including:

o The state and possibilities for increasing the efficiency of the economic, motivational, organizational and legal mechanism;

o Condition and possibilities for improving the management system;

o The quality of executives, general and functional managers and their ability to cope with new problems.

The main basic model for developing a strategic plan is considered to be the model of the Harvard Business School, the leader of which is K. Andrews. This model was developed by American researchers over a fairly long period of time. G. Mintzberg calls this model the “design school model” because it is based on the belief that strategy formulation as a process is based on several basic postulates, which together ensure the design of a strategy.

<= Рисунок 4 Схема разработки стратегии предложенная Гарвардской школой бизнеса

According to this model, the strategic planning process represents a certain point of intersection of identified opportunities and threats in the external business environment, which are expressed in the form of key success factors, and the strengths and weaknesses of the firm's resource potential, expressed in distinctive development abilities.

It is quite clear that the opportunities of the external business environment can be in demand through the implementation of the strengths of the resource potential of the enterprise. In turn, it is necessary to identify threats to the external business environment, and reduce the weaknesses of resource potential to a minimum.

The construction of this strategic planning model is based on the following basic methodological principles:

1. The process of forming a company's development strategy must be a controlled, conscious process of thinking. The process of forming a company's development strategy should be managed by a top manager.

The model for developing a strategic plan should be quite simple and informative.

Any company development strategy is unique and is considered as the result of creative design. The latter means that the strategy should contain the conceptual, distinctive goals of a given company, the features of its development, and not be formed according to a certain template.

The strategy formulation process should only be completed when the alternative strategies are fully described and the best one has been finally selected.

The development strategy of any company must include the development of a specific mechanism for its implementation.

In addition, a very interesting approach to developing a system for evaluating strategies was proposed:

Consistency: the enterprise development strategy should not contain conflicting goals and programs.

Coherence: The strategy must provide an adaptive response to the external environment and changes occurring in it.

Advantage: The strategy must provide opportunities for creativity and support for competitive advantage in the chosen field of activity.

Feasibility: The strategy should not overextend existing resources and should not lead to intractable problems.