The main stages of strategic planning: characteristics, analysis, sequence. Company strategic planning level

12.10.2019

Essence of strategic planning

Being a management function, strategic planning is the foundation on which the entire system of management functions is built, or the basis of the functional structure of the management system. Strategic planning is a tool with which the system of goals for the functioning of the enterprise is formed and the efforts of the entire team of the enterprise are combined to achieve it.

Strategic planning is a set of procedures and decisions by which an enterprise strategy is developed that ensures the achievement of the goals of the enterprise's functioning. The logic of this definition is as follows: the activities of the management apparatus and the decisions made on its basis form the strategy for the functioning of the enterprise, which allows the company to achieve its goals.

The process of strategic planning is a tool by which managerial decisions in the field of economic activity are substantiated. Its most important task is to provide innovations and organizational changes necessary for the life of the enterprise. As a process, strategic planning includes four types of activities (functions of strategic planning) (Fig. 4.2). These include:

distribution of resources, adaptation to the external environment, internal coordination and regulation, organizational changes.

1. Distribution of resources. This process includes planning the distribution of resources, such as material, financial, labor, information resources, etc. The operation strategy of the enterprise is based not only on expanding the business, meeting market demand, but also on the efficient consumption of resources, the constant reduction of production costs. Therefore, the efficient distribution of resources between different areas of business, the search for combinations of their rational consumption is the most important function of strategic planning.

2. Adaptation to the external environment. Adaptation should be interpreted in the broad sense of the word as the adaptation of an enterprise to changing market conditions of management. The market environment in relation to business entities always contains favorable and unfavorable conditions (advantages and threats). The task of this function is to adapt the economic mechanism of the enterprise to these conditions, i.e., to take advantage of competitive advantages and prevent various threats. Of course, these functions are also performed in the current management of the enterprise. However, the effectiveness of operational management will be achieved only if competitive advantages and barriers are foreseen in advance, i.e. planned. In this regard, the task of strategic planning is to provide new favorable opportunities for the enterprise by creating an appropriate mechanism for adapting the enterprise to the external environment.

3. Coordination and regulation. This function involves the coordination of efforts structural divisions firms (enterprises, industries, workshops) to achieve the goal provided for by the strategic plan. The enterprise strategy includes a complex system of interrelated goals and objectives. The decomposition of these goals and objectives provides for their division into smaller components and assignment to the relevant structural units and executors. This process does not occur spontaneously, but on a planned basis in a strategic plan. Therefore, all components of the strategic plan should be linked in terms of resources, structural units and performers, and functional processes. This linkage is ensured by the system for the formation of planning indicators (see Chapter 1), as well as the presence at the enterprise in the management apparatus of the corresponding unit or executor responsible for coordination. The objects of coordination and regulation are internal production operations.

4. Organizational changes. This activity provides for the formation of an organization that ensures the coordinated work of management personnel, the development of managers' thinking, and taking into account past experience in strategic planning. Ultimately, this function is manifested in the implementation of various organizational transformations at the enterprise: redistribution of management functions, powers and responsibilities of employees of the management apparatus; creating an incentive system that contributes to the achievement of the goal of the strategic plan, etc. It is important that these organizational changes are carried out not as a reaction of the enterprise to the current situation, which is typical for situational management, but as a result of organizational strategic foresight.

Strategic planning as a separate type of management activity imposes a number of requirements on the employees of the management apparatus, it assumes the presence of five elements:

The first element is the ability to model the situation. This process is based on a holistic view of the situation, which includes the ability to understand the patterns of interaction between the needs and consumer demand of buyers, competitors with the quality of their products and the needs of their own company, i.e. its ability to meet customer needs. Thus, the most important part of strategic planning is analysis. However, the complexity and inconsistency of the initial data give rise to the complexity and variability of the analytical work performed within the framework of strategic planning, making it difficult to model the situation. In this regard, the role of the analyst can hardly be overestimated: the greater his ability to abstract, the more clearly the connections between the components that gave rise to the situation are revealed. The ability to move from the concrete to the abstract and back again is an essential condition for competence in matters of strategy. Using this ability to develop a strategic plan, you can identify the need and possibility of changes in the company.

The second element is the ability to identify the need for change in the firm. The intensity of changes in enterprises and organizations in a market economy is much higher than in a planned one, which is explained by the greater dynamism of the external market environment. In conditions of monopoly, any changes are aimed at maintaining the expansion of the company. Now they are represented by a variety of variables that characterize the company: from the efficiency of production costs to the company's attitude to risk, including the nomenclature, product quality and after-sales service. Determining the need for change requires two kinds of abilities:

The willingness of the employees of the management apparatus to respond to trends emerging from the action of known factors in the industry;

Scientific and technical potential, intellect, intuition, creative abilities of managers, which allow, based on a combination of known and unknown factors, to bring the company into readiness for action in unforeseen circumstances, to find opportunities to increase its competitiveness.

The third element is the ability to develop a change strategy. The search for a rational strategy is an intellectual, creative process of finding an acceptable option for the functioning of an enterprise. It is based on the ability of managers and specialists to foresee the development of a situation, to recreate a "mosaic" of future events from separate disparate factors. Developers of a strategic plan should be able to write various scenarios and be proficient in forecasting tools.

The fourth is the ability to use reliable methods in the course of change. The arsenal of means and methods of strategic planning is quite large. It includes: strategic models based on operations research methods; the Boston Advisory Group (BCG) matrix; experience curve; model McKinsey "75"; Mysigma's profitability chart, etc. These and other models of strategic planning are discussed in detail in the work of B. Karlof "Business Strategy".

The fifth element is the ability to implement the strategy. There is a two-way connection between the strategy as a scientifically based plan and the practical activities of the employees of the enterprise. On the one hand, any action that is not supported by a plan usually turns out to be useless. On the other hand, the process of thinking, not accompanied by practical activity, is also fruitless. Therefore, employees of the enterprise engaged in the implementation of the strategy must know the technology.

The term "strategic management" was introduced at the turn of the 60s and 70s in order to distinguish between current management at the production level and management carried out at the highest level. However, it does not follow from this that firms did not perform this function at all before this period. The need to distinguish between strategic and current management is due, first of all, to two circumstances: the peculiarities of capital management and production management; business conditions.

On a larger scale, the enterprise management system in a market economy can be represented as three interrelated, but relatively independent components (levels): administration; organizations; management.

The administration as a subject of management is represented by the owners of the capital of the enterprise, for example, in joint stock company- shareholders. In order to effectively manage | enterprise, the administration creates an appropriate organization, which is represented by the management apparatus and the regulations of its work. The construction of a rational organization is carried out, in addition to the owners of the capital of the enterprise, by the relevant specialists - the organizers of production and management. For the effective management of an enterprise within the framework of an established organization, the administration hires a staff of managers and specialists called managers. The conditionality of such a division is that the same person can simultaneously be in three blocks, for example, a shareholder can be an employee of the company, i.e. act as manager and organizer. Therefore, it is customary to talk about three levels of management: top, middle and bottom. Leaders at the highest (institutional) level, which is represented by the administration, are mainly engaged in the development of long-term (long-term) plans, the formulation of goals, the adaptation of the enterprise to various kinds of changes, the management of relations between the enterprise and the external environment, i.e. what we call strategic planning. Managers of the middle and lower levels, which is mainly represented by hired managers, within the framework of the strategy developed at the highest level, perform the functions of managing processes and operations, which is the tactics of the enterprise.

Strategic (prospective) and tactical (current) management have their own characteristics, methodology and implementation algorithms. As a leading idea, reflecting the essence of the transition to strategic planning from current management, was the need to shift the focus of top management to the environment of the enterprise in order to timely and appropriately respond to changes taking place in it.

The differences between strategic and operational management can be seen in a number of design features that have been proposed by authoritative strategic management theorists (Ansoff, 1972; Schendel and Hatten, 1972; Irwin, 1974; Pierce and Robertson, 1985 and etc.) (Table 4.1).

	Comparative characteristics of the signs of strategic and operational management
signs		operational management	Strategic management

1. Mission (purpose) of the enterprise		The enterprise exists for the production of goods and services in order to receive income from the sale	Survival of the enterprise in the long term by establishing a dynamic balance with the external environment
2. Management focus		The internal structure of the enterprise, finding ways to efficiently use resources	The external environment of the enterprise, creating competitive advantages and barriers, tracking changes in the external environment, adapting to changes in the environment
3. Accounting for the time factor		Orientation to the medium and short term	Long-term perspective
4. Factors of building a control system		Functions, methods, organizational structures of management; technique and technology of management; organization and management process	Personnel, moral and material incentives, information support, market
5. Personnel management		View of the staff as a resource of the enterprise	A look at employees as a scientific and technical potential, a source of well-being of the enterprise
6. Evaluation of effectiveness		Resource Efficiency	Speed and adequacy of response to changes in the external environment

Strategic planning is a type of planning that relies on human potential as the basis of an enterprise's activities; orients production activities to the needs of consumers; provides the necessary transformations in the organization, adequate to the changes taking place in the external environment, which allows the enterprise to survive and achieve its goals in the long term.

The lack of a strategic approach to enterprise management is often the main reason for defeat in the market struggle. This can manifest itself in two forms, characterizing the songs and the order in which the plan was developed.

Firstly, the enterprise plans its activities based on the assumptions that the external environment will not change at all or that it will not undergo qualitative changes that may affect the life of the enterprise. In practice, this approach gives rise to the desire to draw up long-term plans that strictly regulate business processes and operations, do not provide for the possibility of their adjustment. Such a plan is based on the extrapolation of existing business practices into the future. At the same time, the strategic plan should provide for what the organization must do today in order to achieve the desired goal in the future, based on the fact that the external environment will change. Thus, the main task of strategic planning is to anticipate the state of the external environment in relation to the enterprise in the future and outline a set of response measures to these changes that would ensure the achievement of the goal of the enterprise's functioning.

Secondly, in traditional approaches to planning, the development of a plan begins with an analysis of the internal capabilities and resources of the enterprise. In this case, as a rule, it turns out that the company is not able to achieve its goal, since this achievement is related to the needs of the market and the behavior of competitors. A detailed analysis of internal capabilities allows

determine how many products the company can produce, i.e. the production capacity of the enterprise and the level of costs for the production of this quantity of products. The number of products sold and the sale price remain unknown. Therefore, this planning technique goes against the idea of strategic planning based on market research.

Structure of strategic planning

Strategic planning can be viewed as a dynamic set of six interrelated management processes that logically follow one from the other. At the same time, there is a stable feedback and influence of each process on the others.

The strategic planning process includes:

Definition of the mission of the enterprise, organization;

Formulation of goals and objectives of the functioning of the enterprise, organization;

Assessment and analysis of the external environment;

Assessment and analysis of the internal structure;

Development and analysis of strategic alternatives;

Choice of strategy.

The strategic management process (except for strategic planning) also includes:

Strategy implementation;

Evaluation and control of the implementation of the strategy.

As can be seen from fig. 4.3, strategic planning is one of the components of strategic management. Strategic management is sometimes seen as a synonym for the term "strategic planning". However, it is not. Strategic management, in addition to strategic planning, contains a mechanism for implementing decisions.

The main components of strategic planning:

1. Definition of the mission of the organization. This process consists in establishing the meaning of the existence of the company, its purpose, role and place in a market economy. In foreign literature, this term is usually called the corporate mission or business concept. It characterizes the direction in business that firms are guided by, based on market needs, the nature of consumers, product features and the presence of competitive advantages.

2. Formulation of goals and objectives. To describe the nature and level of business claims inherent in a particular type of business, the terms "goals" and "objectives" are used. Goals and objectives should reflect the level of customer service. They should create motivation for people working in the firm. The target picture must have at least four types of targets:

Quantitative goals;

quality goals;

Strategic goals;

Tactical targets, etc.

Goals for the lower levels of the firm are seen as objectives.

3. Analysis and assessment of the external environment. This process is usually considered the initial process of strategic planning, as it provides the basis for developing a strategy for behavior.

Analysis of the environment involves the study of its two components:

macro environments;

immediate environment.

Analysis of the macro environment includes the study of the impact on the firm of such components of the environment as:

The 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 immediate environment is analyzed according to the following main components:

Customer;

The supplier;

Competitors;

labor market.

4. Analysis and assessment of the internal structure (environment). An analysis of the internal environment allows you to determine those internal capabilities and potential that a company can count on in the competition in the process of achieving its goals. Analysis of the internal environment allows you to better understand the goals of the company and formulate its mission.

The internal environment is investigated in the following areas:

Personnel potential;

Management organization;

Finance;

Marketing;

Organizational structure, etc.

5. Development and analysis of strategic alternatives, choice of strategy (stage 5, 6). This process is rightfully considered the heart of strategic planning, as it makes decisions about how the company will achieve its goals and realize the corporate mission. To make effective strategic choices, senior managers must have a clear, shared vision for the firm. The strategic choice must be definite and unambiguous.

6. Implementation of the strategy. Execution of the strategic plan is a critical process, because in the case of a real plan leads the company to success. It often happens the other way around: a well-designed strategic plan can "fail" if steps are not taken to implement it.

It is not uncommon for firms to fail to implement their chosen strategy. Reasons for this:

Incorrect analysis and erroneous conclusions;

Unforeseen changes in the external environment;

The inability of the firm to involve its internal potential in the implementation of the strategy.

Successful implementation of the strategy is facilitated by compliance with the following requirements:

The goals and activities of the strategy should be well structured, communicated to employees and accepted by them;

It is necessary to have a clear plan of action for the implementation of the strategy, providing for the provision of the plan with all the necessary resources.

7. Evaluation and control of the strategy. Evaluation and control of the implementation of the strategy is the logical final process in strategic planning. This process provides feedback between the process of achieving the goals of the strategic plan and the goals themselves. The means of ensuring such compliance is control, which has the following tasks:

Definition of the system of controlled parameters;

Assessment of the state of the parameters of the controlled object;

Finding out the reasons for deviations of object parameters from accepted standards, norms and other standards;

Adjustment, if necessary, of the indicators of the plan or the progress of the implementation of the strategy.

The main task of such control is to find out to what extent the implementation of the strategy leads to the achievement of the company's goals and mission. Therefore, the adjustment based on the results of strategic control can relate to both the strategy and the goals of the company, which fundamentally distinguishes this type of control from operational control, in which the goals of the current plan are unshakable.

Advantages and disadvantages of strategic planning

The main advantage of strategic planning lies in the greater degree of validity of planned indicators, the greater likelihood of the implementation of the planned scenarios for the development of events.

The current pace of change in the economy is so fast that strategic planning seems to be the only way to formally predict future problems and opportunities. It provides the top management of the company with the means to create a plan for the long term, provides a basis for decision-making, helps reduce risk in decision-making, ensures the integration of the goals and objectives of all structural divisions and performers of the company.

In the domestic practice of enterprise management, strategic planning is rarely used. However, in the industry of developed countries, it is becoming the rule rather than the exception.

Features of strategic planning.

Should be supplemented by the current one;

Strategic plans are developed at meetings of the top management of the firm annually;

The annual detailing of the strategic plan is carried out simultaneously with the development of the annual financial plan (budget);

Most Western companies believe that the strategic planning mechanism should be improved.

Along with the obvious advantages, strategic planning has a number of disadvantages that limit its scope and deprive it of universality in solving any economic problems.

Disadvantages and limitations of strategic planning:

1. Strategic planning does not and cannot, due to its nature, give a detailed description of the picture of the future. What it can give is a qualitative description of the state to which the company should strive in the future, what position it can and should occupy in the market and in business in order to answer the main question - will the company survive or not in the competition.

2. Strategic planning does not have a clear algorithm for drawing up and implementing the plan. His descriptive theory boils down to a particular philosophy or ideology of doing business. Therefore, specific tools largely depend on the personal qualities of a particular manager, and in general, strategic planning is a symbiosis of intuition and art of top management, the manager's ability to lead the company to strategic goals. The goals of strategic planning are ensured by the following factors: high professionalism and creativity of employees; close connection of the organization with the external environment; product updates; improving the organization of production, labor and management; implementation of current plans; inclusion of all employees of the enterprise in the implementation of the goals and objectives of the enterprise.

3. The process of strategic planning for its implementation requires a significant investment of resources and time compared to traditional forward planning. This is due to more stringent requirements for the strategic plan. It must be flexible, respond to any changes both within the organization and in the external environment. The number of employees involved in strategic planning is higher than in long-term planning.

4. The negative consequences of strategic planning errors, as a rule, are much more serious than in traditional, long-term planning. Especially tragic are the consequences of an incorrect forecast for enterprises engaged in non-alternative economic activities. The high degree of risk in long-term planning can be explained by those areas of production and economic activity in which decisions are made to release new products; directions of investments; new business opportunities, etc.

5. Strategic planning should be complemented by mechanisms for the implementation of the strategic plan, i.e. the effect can be produced not by planning, but by strategic management, the core of which is strategic planning. And this implies, first of all, the creation of an organizational culture at the enterprise that allows the implementation of a strategy, a system of labor motivation, a flexible organization of management, etc. Therefore, the creation of a strategic planning subsystem at a particular enterprise should begin with putting things in order in the management system, with improving the overall management culture, strengthening performance discipline, improving data processing, etc. In this regard, strategic planning is not a panacea for all managerial ills, but only one of the means.

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Strategic planning is one of the functions of strategic management, which is the process of choosing the organization's goals 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. Without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way to assess the purpose and direction of the corporate enterprise. The strategic planning process provides the framework for managing the members of an organization.

The strategic planning system enables shareholders and management of companies to determine the direction and pace of business development, outline global market trends, understand what organizational and structural changes should occur in the company in order for it to become competitive, what are its advantages, what tools are needed for it to be 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.

The process of strategic planning in a company consists of several stages:

1. Definition of the mission and goals of the organization.
2. Analysis of the environment, which includes the collection of information, analysis of the strengths and weaknesses of the company, as well as its potential opportunities based on the available external and internal information.
3. Choice of strategy.
4. Implementation of the strategy.
5. Evaluation and control of implementation.

Definition of the mission and goals of the organization. The objective function begins with the establishment of the mission of the enterprise, expressing the philosophy and meaning of its existence.

A mission is a conceptual intention to move in a certain direction. It usually details the status of the enterprise, describes the basic principles of its operation, the actual intentions of the management, and also defines the most important economic characteristics of the enterprise. The mission expresses the aspiration to the future, shows what the efforts of the organization will be directed to, what values will be priority in this case. Therefore, the mission should not depend on the current state of the enterprise, it should not reflect financial problems, etc. It is not customary in the mission to indicate profit as the main goal of creating an organization, although profit is the most important factor the functioning of the enterprise. The goal is to specify the mission in the organization in a form accessible to manage the process of their implementation. The main characteristics of the purpose of strategic planning is as follows:

1) a clear orientation to a certain time interval;
2) specificity and measurability;
3) consistency and consistency with other missions and resources;
4) targeting and controllability.

Based on the mission and goals of the existence of the organization, development strategies are built, and the policy of the organization is determined.

Strategic analysis or as it is also called "portfolio analysis" (in the case of a diversified company analysis) is the main element of strategic planning. The literature notes that portfolio analysis acts as a strategic management tool, with the help of which the company's management identifies and evaluates its activities in order to invest in the most profitable and promising areas. The main method of portfolio analysis is the construction of two-dimensional matrices. With the help of such matrices, productions, departments, processes, products are compared according to the relevant criteria.

There are three approaches to the formation of matrices:

1. A tabular approach, in which the values of varying parameters increase as they move away from the column of the name of these parameters. In this case, the portfolio analysis is carried out from the upper left corner to the lower right.
2. The coordinate approach, in which the values of the variable parameters increase with distance from the point of intersection of the coordinates. Portfolio analysis here is conducted from the lower left corner to the upper right.
3. A logical approach, in which the portfolio is analyzed from the lower right corner to the upper left. Such a campaign is most widely used in foreign practice.

Environmental analysis is necessary in the implementation strategic analysis, because its result is the receipt of information on the basis of which estimates are made regarding the current position of the enterprise in the market.

Strategic analysis of the environment involves the study of its three components:

1. Analysis of the external environment.
2. Analysis of the internal environment of the organization.

The external environment of the organization refers to all the conditions and factors that arise in environment, regardless of the activities of a particular company, but having or which may have an impact on its functioning and therefore requiring management decisions.

External environment of direct influence. The direct impact environment is also called the direct business environment of the organization. This environment forms such subjects of the environment that directly affect the activities of a particular organization. These include:

1. Suppliers. From the point of view of the systems approach, the organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital and labor. Suppliers provide the input of these resources. Receiving resources from other countries can be more profitable in terms of price, quality or quantity, but at the same time dangerously increase environmental factors such as exchange rate fluctuations or political instability. All suppliers can be divided into several groups - suppliers of materials, capital, labor resources.

Materials. Some organizations depend on a continuous flow of materials, that is, there is a dependence on prices, deadlines, rhythm, quality, etc. Moreover, this dependence has recently been increasing with the deepening of the division of labor and the development of cooperation. Firms are more and more focused on the primary purchase of components from partners, and only certain operations are performed on the firms themselves, and this is typical for both manufacturing and service firms. Therefore, we can talk about an increase in the strengthening of their dependence on suppliers in the future. At the same time, there are changes taking place in the relations between firms-buyers and firms-suppliers, based on the Japanese system of subcontracting, organization effective system supplies. At the same time, additional powers and responsibilities are transferred to suppliers, both in the field of design and in the field of production, which makes it possible to speak about the management of suppliers.

Capital. To grow and prosper, a company needs not only suppliers of materials, but also capital. There are several potential investors: banks, federal loan programs, stockholders, and individuals who accept company bills or buy company bonds. As a rule, the better the company is doing, the higher its ability to negotiate with suppliers on favorable terms and receive the required amount of funds. Small businesses, especially venture capitals, are now experiencing great difficulty in obtaining the necessary funds.

Labor resources. Adequate provision of the workforce with the necessary specialties and qualifications is necessary for the implementation of tasks related to the achievement of the goals set, that is, for the effectiveness of the organization as such. Without people able to effectively use sophisticated technology, capital and materials, all of the above are of little use. The development of a number of industries is currently constrained by the lack of the necessary specialists. Virtually every sector of the computer industry serves as an example, and this is especially true for firms that need highly skilled technicians, experienced programmers and systems designers.

2. Laws and government bodies. They form the legal restrictions and conditions for the functioning of the organization.
3. Consumers. Well-known specialist on management, Peter F. Drucker, speaking about the purpose of the organization, singled out, in his opinion, the only true purpose of the business - the creation of a consumer. This means the following: the very survival and justification of the existence of the organization depends on its ability to find a consumer of the results of its activities and satisfy its needs.
4. Competitors. The impact on the organization of such a factor as competition cannot be disputed. The management of each enterprise clearly understands that if the needs of consumers are not met as efficiently as competitors do, the enterprise will not stay afloat for a long time. In many cases, competitors rather than consumers determine what kind of performance can be sold and what price can be asked.
5. Shareholders. Often they influence the policy of the organization, and in some cases, the current functioning.

Internal environment. The internal environment of an organization is that part of the overall environment that is within the organization. It has a permanent and most direct impact on the functioning of the organization.

The internal environment is analyzed in the following areas:

1. The goals of the organization are specific end states or the desired result that the organization seeks to achieve by carrying out its activities.
2. The structure of the organization is a logical relationship between management levels and functional areas, built in such a form that allows you to most effectively achieve the goals of the organization.
3. Tasks are prescribed work, a series of work, or a piece of work that must be completed in advance. established way within predetermined time frames.
4. Technology is a means of converting raw materials into desired products or services. Technology, as a factor that strongly affects organizational effectiveness, requires careful study and classification. There are several ways to classify, I will describe the classification according to Thompson and according to Woodward.

The classification of technology by Joan Woodward is the most famous. It distinguishes three categories of technologies:

Single, small-scale or individual production, where only one product is manufactured at a time.

Mass or large-scale production is used in the manufacture a large number products that are identical or very similar.

Continuous production uses automated equipment that runs around the clock to continuously produce the same product in large volumes. Examples are oil refining, the operation of power plants.

The sociologist and organizational theorist James Thompson proposes three other categories of technology that do not contradict the previous three:

1) multi-link technologies, characterized by a series of independent tasks that must be performed sequentially. A typical pattern is mass production assembly lines;
2) intermediary technologies are characterized by the meetings of groups of people, such as clients or buyers, who are or want to be interdependent;
3) intensive technology is characterized by the use of special techniques, skills or services in order to make certain changes in a particular material entering production.
5. People are the backbone of any organization. Without people, there is no organization. People in an organization create its product, they shape the culture of the organization, its internal climate, they determine what the organization is.

Choice of strategy. Strategic choice involves the formation of alternative directions for the development of the organization, their evaluation and selection of the best strategic alternative for implementation. In this case, special tools are used, including quantitative forecasting methods, development of future development scenarios, portfolio analysis (BCG matrix, McKinsey matrix, SWOT analysis, etc.). A strategy is a long-term, qualitatively defined direction in the development of an organization, relating to the scope, means and form of its activities, the system of relationships within the organization, as well as the position of the organization in the environment, leading the organization to its goals.

The strategy is chosen taking into account:

1) the competitive position of the company in this strategic business area;
2) prospects for the development of the most strategic economic zone;
3) in some cases, taking into account the technology that the company has.

The implementation of the strategy is a critical process, since it is he who, in case of successful implementation, leads the enterprise to achieve its goals. The implementation of the strategy is carried out through the development of programs, budgets and procedures, which can be considered as medium-term and short-term plans for the implementation of the strategy. The main components of the successful implementation of the strategy:

- the goals of the strategy and plans are communicated to employees in order to achieve on their part an understanding of what the organization is striving for and involve them in the process of implementing the strategy;
- the management ensures in a timely manner the receipt of all the resources necessary for the implementation of the strategy, forms a plan for the implementation of the strategy in the form of targets;
- in the process of implementing the strategy, each level of management solves its tasks and performs the functions assigned to it.

Evaluation of the chosen (implemented) strategy consists in answering the question: will the chosen strategy lead to the company achieving its goals? If the strategy meets the goals of the company, then its further evaluation is carried out in the following areas:

- compliance of the chosen strategy with the state and requirements of the environment;
- compliance of the chosen strategy with the potential and capabilities of the company;
- the acceptability of the risk embodied in the strategy.

The results of the implementation of the strategy are evaluated, and with the help of the system feedback the organization's activities are monitored, during which the previous stages can be adjusted. I. Ansoff in his book "Strategic Management" formulates the following principles of strategic control:

1. Due to the uncertainty and inaccuracy of calculations, a strategic project can easily turn into an empty undertaking. This should not be allowed, the costs should lead to the planned results. But in contrast to the usual practice of production control, the focus should be on cost recovery, and not on budget control.
2. At each milestone, it is necessary to make an assessment of cost recovery during the life cycle of a new product. As long as the payback exceeds reference level the project should continue. When it falls below this level, other possibilities should be considered, including terminating the project.

Top management functions in the strategic planning process:

1. In-depth study of the state of the environment, goals and development of strategies: the final understanding of the essence of certain goals and a wider communication of the ideas of strategies and the meaning of goals to the employees of the company.
2. Making decisions on the efficiency of using the resources available to the company.
3. Decisions about the organizational structure.
4. Carrying out the necessary changes in the company.
5. Revision of the strategy implementation plan in case of unforeseen circumstances.

Changes that are made in the process of executing strategies are called strategic changes. The restructuring of the organization can be in such forms as radical transformation, moderate transformation, ordinary changes and minor changes. quo of the new state. Change styles: competitive, self-eliminating, compromise, accommodation, cooperation. The task of control is to find out whether the implementation of the strategy will lead to the achievement of goals.

3.1. The use of various means and methods in planning

3.2. Traditional Methods for Making Planned Decisions

1. Creativity

3. Accounting system

4. Limit Analysis

6. Discounting

7. Traditional methods of operational scheduling

8. Sensitivity analysis

9. Stability test

10. Adjustment of project parameters

3.3. New methods for substantiating rational decisions

3. Simulation methods

Results of simulating the real situation of capital investments

Chapter 4 strategic planning in the enterprise

4.1. Essence of strategic planning

4.2. Structure of strategic planning

4.3. Advantages and disadvantages of strategic planning

Chapter 5 analysis of the external and internal environment of the enterprise

5.1. Goals and objectives of the analysis of the external environment

5.2. Analysis of the macro environment

5.3. Analysis of the immediate environment

5.4. Analysis and evaluation of the internal structure of the firm

5.5. Environmental Analysis Methodology

1. Strengths:

2. Weaknesses:

3. Features:

4. Threats:

Chapter 6 Determining the Mission and Goals of the Firm

6.1. The concept and essence of the mission

6.2. The system of goals of the company

6.3. Goal Justification Technology

Chapter 7 Planning a firm's strategy

7.1. Business and strategic development of the enterprise

7.2. Types and elements of strategy

7.3. Strategy Development Technology

1. Evaluation of the current strategy

2. Product Portfolio Analysis

3. Choice of strategy

4. Evaluation of the chosen strategy

5. Development of a strategic plan

6. Development of a system of business plans

Chapter 8 Investment Planning

8.1. Essence of investments and investment process

8.2. State and factors of activation of investment activity

8.3. Methodology for evaluating investment projects

8.3.1. Net present effect indicator (discounted income)

8.3.2. ROI

8.3.3. Rate of return on investment

8.3.4. Payback period

8.3.5. Investment efficiency ratio

8.3.6. Analysis of alternative projects and selection of the most preferred one

8.4. The procedure and methodology for drawing up an investment plan

8.4.1. Formation of the enterprise strategy

8.4.2. Evaluation of the chosen strategy, identification of "bottlenecks" in it, development of a system of measures aimed at their "joining"

8.4.3. Drawing up a business plan

8.4.4. Master investment planning

1. Information work

Chapter 9 Risk factor planning

9.1. Economic risk, essence, place and role in planning

9.2. Types of losses and risk

9.3. Risk indicators and methods for its assessment

9.4. Risk Mitigation Methods

9.5. Risk analysis and planning methodology

Chapter 10 Enterprise Development Strategy Implementation

10.1. Essence of project planning

10.2. Project Planning Principles

10.3. Project life cycle

3. Stage of operation of the project

4. Project liquidation stage

10.4. Project management 10.4.1. Project management requirements

10.4.2. Structuring the project

10.4.3. Choice of organizational structure of project management

10.4.4. Building a development team

10.4.5. Creating a favorable microclimate

Chapter 4 strategic planning in the enterprise

4.1. Essence of strategic planning

distribution of resources, adaptation to the external environment, internal coordination and regulation, organizational changes.

3. Coordination and regulation. This function involves coordinating the efforts of the structural divisions of the company (enterprises, industries, workshops) to achieve the goal provided for by the strategic plan. The enterprise strategy includes a complex system of interrelated goals and objectives. The decomposition of these goals and objectives provides for their division into smaller components and assignment to the relevant structural units and executors. This process does not occur spontaneously, but on a planned basis in a strategic plan. Therefore, all components of the strategic plan should be linked in terms of resources, structural units and performers, and functional processes. This linkage is ensured by the system for the formation of planning indicators (see Chapter 1), as well as the presence at the enterprise in the management apparatus of the corresponding unit or executor responsible for coordination. The objects of coordination and regulation are internal production operations.

Strategic planning as a separate type of management activity imposes a number of requirements on the employees of the management apparatus, it assumes the presence of five elements:

The first element is the ability to model the situation. This process is based on a holistic (holistic) representation of the situation, which includes the ability to understand the patterns of interaction between the needs and consumer demand of buyers, competitors with the quality of their products and the needs of their own company, i.e. its ability to meet customer needs. Thus, the most important part of strategic planning is analysis. However, the complexity and inconsistency of the initial data give rise to the complexity and variability of the analytical work performed within the framework of strategic planning, making it difficult to model the situation. In this regard, the role of the analyst can hardly be overestimated: the greater his ability to abstract, the more clearly the connections between the components that gave rise to the situation are revealed. The ability to move from the concrete to the abstract and back again is an essential condition for competence in matters of strategy. Using this ability to develop a strategic plan, you can identify the need and possibility of changes in the company.

The willingness of the employees of the management apparatus to respond to trends emerging from the action of known factors in the industry;

The administration as a subject of management is represented by the owners of the capital of the enterprise, for example, in a joint-stock company - by shareholders. In order to effectively manage | enterprise, the administration creates an appropriate organization, which is represented by the management apparatus and the regulations of its work. The construction of a rational organization is carried out, in addition to the owners of the capital of the enterprise, by the relevant specialists - the organizers of production and management. For the effective management of an enterprise within the framework of an established organization, the administration hires a staff of managers and specialists called managers. The conditionality of such a division is that the same person can simultaneously be in three blocks, for example, a shareholder can be an employee of the company, i.e. act as manager and organizer. Therefore, it is customary to talk about three levels of management: top, middle and bottom. Leaders at the highest (institutional) level, which is represented by the administration, are mainly engaged in the development of long-term (long-term) plans, the formulation of goals, the adaptation of the enterprise to various kinds of changes, the management of relations between the enterprise and the external environment, i.e. what we call strategic planning. Managers of the middle and lower levels, which is mainly represented by hired managers, within the framework of the strategy developed at the highest level, perform the functions of managing processes and operations, which is the tactics of the enterprise.

Table 4.1 Comparative characteristics of the signs of strategic and operational management
signs	operational management	Strategic management

1. Mission (purpose) of the enterprise	The enterprise exists for the production of goods and services in order to receive income from the sale	Survival of the enterprise in the long term by establishing a dynamic balance with the external environment
2. Management focus	The internal structure of the enterprise, finding ways to efficiently use resources	The external environment of the enterprise, creating competitive advantages and barriers, tracking changes in the external environment, adapting to changes in the environment
3. Accounting for the time factor	Orientation to the medium and short term	Long-term perspective
4. Factors of building a control system	Functions, methods, organizational structures of management; technique and technology of management; organization and management process	Personnel, moral and material incentives, information support, market
5. Personnel management	View of the staff as a resource of the enterprise	A look at employees as a scientific and technical potential, a source of well-being of the enterprise
6. Evaluation of effectiveness	Resource Efficiency	Speed and adequacy of response to changes in the external environment

Strategic planning defines the main goals and directions of the organization's actions, ensures the achievement of the chosen goals by using existing advantages and creating new ones. A strategic plan is a program of integrated actions to achieve the set goals.

Strategic planning is the process of defining the goals of an organization and the lines of action to achieve them. The decisive planning decision for the organization is the formulation of the mission and the definition of specific goals that ensure its implementation. On the basis of the adopted goals and taking into account the results of the strategic analysis, decisions are made on the main directions of action and the corresponding management procedures.

Figure 17 shows the sequence of actions that make up strategic planning in the form of a cycle. This cycle begins with the development of a mission and goals. The formulated mission allows you to define measurable goals, expressed in the relevant indicators. In practice, after clarifying the goals, the mission is often re-specified, and the cycle begins anew.

The next step in strategic planning is to determine the parameters of the external environment that affect the activities of the organization. This strategic planning step is exploratory in nature and is often carried out by third parties. The results of the study of the external environment often force the mission and goals to be clarified again, so the strategic planning procedure returns to the initial stage again.

At the next stage of strategic planning, a SWOT analysis is carried out, which reveals positive and negative external and internal factors of the organization or project.

The results of the SWOT analysis often force us to return to the formulation of the mission and goals and supplement the study of the external environment. It is this step in Scheme 17 that is represented by dotted lines.

The formulation of the mission, goals, SWOT analysis - all these elements of strategic planning have been successfully used and are being used in the practice of not only commercial, but also government organizations, and they were used several centuries ago.

An example of a strategic approach to public administration is the work of Jean Baptiste Colbert, Minister of the Court Louis XIV, who served as head of government for the "Sun King" for 23 years. In many of his endeavors, he proceeded from the principles of strategic planning. One of the episodes of his activity is very typical. According to his instructions, oaks were planted in large areas in France. On the territory of modern France, you can still find the remains of oak groves created by order of J.B. Colbert. These landings at the end of the 17th century. were made for the sole purpose: that by the middle of the XIX century. (!) France became the owner of the best mast forest in Europe and thus would have secured best material for shipbuilding.

Colbert was interested in creating new competitive advantage for the state as a whole, since the development of the fleet in the XVII century. was of decisive importance for the country. All the elements of strategic planning are visible in Colbert's actions: defining the mission and goals, SWOT analysis, strategy development and its implementation.

Strategic planning and long-term planning are not the same thing, although strategic plans tend to be long-term in nature. Long-term plans can be both strategic and operational. The former include the justification of goals, their hierarchy, assessment of external conditions, internal pros and cons, and main directions of action. The latter relate to simpler management tools and include a list of necessary actions, quantitative characteristics of these actions, deadlines, responsible for actions and control procedures. operating plans, being detailed plans actions, usually complement the strategic ones, being a tool for the implementation of strategic plans. At the same time, they cannot be successful without preliminary analytical study at the strategic planning stage.

Strategic planning can be carried out at different levels of the management hierarchy. For example, in a large commercial organization you can develop a strategy at the level of the corporation as a whole, determining which types of business are best to go into. In this case, the issues of diversification of activities, integration with other similar organizations, absorption of competitors, etc. will be mainly resolved. kind. Its niche in the market, pricing strategy, business geography, innovation and investment strategy are determined. At the same time, within the framework of each business, its own functional strategies are identified: financial, production, marketing strategy, R & D strategy, information strategy, etc. These strategies determine what and how to do in the implementation of the relevant functions.

In the same way, we can consider different levels of state strategic management: federal, regional, municipal. For example, a country's development strategy is reflected in the program of economic and political reforms; each region forms its own strategy in accordance with federal programs and plans, taking into account its own specifics of socio-economic development and using its own advantages. The same can be said about the city strategy in relation to the regional strategy.

To conduct a strategic analysis, each organization requires a strategic Information system. Most large organizations have special information and analytical units. V small organizations where it is not possible to have their own information and analytical unit, their own specific sources of strategic information are used, such as personal experience, reports, books, magazines, newspapers, conferences, professional meetings, subordinates, external contractors, etc.

In the process of developing a strategy, it is useful to use forecasting, building scenarios and models, and creating a development concept.

There is no need to dwell here in detail on forecasting methods. Suffice it to say that an organic part of the development of a strategy is the forecast of the development of the control object under various basic assumptions. For example, on the basis of a variant forecast, one can consider various development scenarios: what will happen if nothing is changed and continue to act in accordance with the old, well-established approaches and management methods, and what will happen if different variants strategies.

Analysis various options It is advisable to carry out development not only for the organization as a whole, but also for its individual divisions, as well as individual aspects or types of activities.

Of the special models used in the development of strategies, strategy models built on the basis of various analytical matrices, including the Boston Matrix, are widely used. advisory group (BCG matrices), which is successfully used for strategy development and analysis in many commercial organizations.

To develop a strategic development plan, both large and small organizations often resort to the help of professional consultants.

Strategic planning has firmly entered the life of almost all commercial organizations. Traditional strategic planning technologies are business plans and commercial projects. Practice has proven high efficiency, and in some cases the urgent need to apply strategic planning not only in commercial activities but also in other types of human activity. Recently, strategic planning has been increasingly used in the practice of non-profit organizations (foundations, churches, universities) and in public administration, including regional administration.

It is legitimate to raise the question of the strategy of the country as a whole, region or city, ministry, department. All these management objects are very different from a commercial firm, and therefore their development strategy has its own characteristics. At the same time, the main elements of the strategy of the country, region, city, ministry, department and commercial organization are the same.

Strategic planning is successfully used in the work of universities, hospitals, non-profit organizations. Especially fruitful is the use of strategic planning in the management of the development of the region.

All strategic planning procedures, with appropriate adaptation, are applicable to regional and city development planning. Strategic planning can be successfully used not only in the preparation of comprehensive plans for socio-economic development, but also in the implementation of anti-crisis measures in regions and cities, in the management of large-scale infrastructure projects, and in the implementation of investments.

Some strategic planning techniques formalized in business planning are already widely used in the practice of regional governments. However, in full structural elements strategic planning and strategic management have yet to be introduced into the practice of city and regional administrations