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For strategic planning, analysis methods must be applied. Strategic planning

The methodology of any science is a unity of philosophical and methodological principles and methods of scientific knowledge, as well as specific, particular methods of scientific research and practical implementation of the results.

Structural elements of the strategic planning methodology:

– theory and methodology of philosophy, sociology and economics;
– general scientific methodology;
– methodology of strategic planning.

The methodological approach in strategic planning is expressed in the purposeful use of the logic of knowledge, scientific principles and methods of cause-and-effect and situational analysis, choice and evaluation of solutions in the process of developing forecasts, draft programs and plans of all directions, levels and time periods.

In the methodology of strategic planning, one should single out its consistency, characterized by qualitative elements of the methodological approach: integrated, structural-functional, program-targeted, multiplicative, socially normative, resource-saving and dynamic.

In a broad sense, the methodology of strategic planning is an organic unity of the theory of knowledge, analytical, logical, systemic, predictive and evaluative approaches to the development of goals, concepts, programs and plans for the development of a control object.

Planning is a specific form of the processes of social practice of people. In management, this is a priority function of developing, analyzing, justifying and making strategic decisions in the form of forecasts, programs, projects and plans, taking into account alternative possibilities and implementation options.

In economic theory, the duality of the management function "preparation and decision making" is noted, which in a detailed plan includes setting goals and objectives for the subject of management and developing measures to ensure their achievement and solution. According to its content, this activity is the subject of planning.

in nature and public life a mechanism of cause-and-effect relationships has been laid down, which, in relation to the development of the types and processes of human activity, acquire the property of regularity.

Plannedness- this is the conscious achievement of the goal by preliminary determination of actions, taking into account their sequence, interconnection, proportionality with one's resources and capabilities in relation to environmental influences.

The forms of planning are diverse and are associated with all the functions and tasks of management at all its levels: megaeconomic - interstate, macroeconomic - national (federal), mesoeconomic - regional (subjects of the federation, territorial and local government), sectoral, intersectoral formations, etc., microeconomic – associations of enterprises, enterprises and households.

The concept of strategic planning is based on the following factors:

1. Strategy as a logically integrated sequential decision-making system should be proactive (preemptive environmental influences) and precede practical actions.
2. The strategy defines the purpose of the firm, its long-term goals, action plans and allocation of resources.
3. Choosing a strategy means determining the competitive niche of the organization and its field of activity.
4. The strategy takes into account strengths and weak sides organization, as well as the opportunities and threats that arise in the external environment.
5. The strategy logically substantiates the distribution of tasks at the highest and middle levels of management, which ensures the coordination of functions and organizational structure.
6. The strategy can be considered a justification for the existence of the organization: it should describe the economic and other benefits of the owners (shareholders).

Introduction

I. Planning as a function of enterprise management (basics of strategic planning)

II. Strategic planning methodology

Conclusion

Introduction

In the late 1960s, the economic situation in many industrial developed countries has changed significantly. As the crisis escalated and international competition intensified, extrapolation projections began to diverge more and more from the real numbers, with the most common occurrence being the setting of optimistic goals that did not match the real results. The top management of the company usually proceeded from the fact that future performance will improve, but often the company did not reach the planned performance results. Thus, it turned out that long-term planning does not work in a dynamically changing external environment and fierce competition. The crystallization of the fundamental elements of the concept of strategic planning is largely associated with the search for ways to overcome the limitations of the long-term planning system, clearly manifested in the uncertainty of the parameters of the general economic development. In the system of strategic planning, there is no assumption that the future must necessarily be better than the past, and the premise that it is possible to study the future by extrapolation is rejected. Actually, in a different understanding by managers of the role external factors This is the main difference between long-term extrapolative planning and strategic planning. At the forefront of strategic planning is the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, it can be said that the purpose of strategic planning is to improve the company's response to market dynamics and the behavior of competitors.

I. Planning as a function of enterprise management (Fundamentals of strategic planning)

1.The concept of strategic planning

Planning is the process of determining goals, strategies, as well as measures to achieve them for a certain period of time based on assumptions about future probable conditions execution of the plan.

Strategic planning- this is one of the functions of management, 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. A dynamic strategic planning process is the umbrella under which all managerial functions without taking advantage of strategic planning, the organization as a whole and individual people will be deprived of a clear way of assessing the purpose and direction of the corporate enterprise. The strategic planning process provides the framework for managing the members of an organization. Projecting everything written above on the realities of the situation in our country, it can be noted that strategic planning is becoming more and more relevant for Russian enterprises, which enter into fierce competition both among themselves and with foreign corporations.

The concept of "planning" includes the definition of goals and ways to achieve them. In the West, enterprise planning is carried out in such important areas as sales, finance, production and purchases. In this case, of course, all private plans are interconnected.

The development of a strategic plan is based on an analysis of the prospects for the development of an organization under certain assumptions about changes in the external environment in which it operates. The most important element of this analysis is to determine the position of the organization in competition for markets for their products. On the basis of such an analysis, the organization's development goals are formed, strategic business units are formed, and strategies for achieving them are selected.

Strategic plan requirements

Several key messages related to strategy need to be understood and, more importantly, accepted by top management. First of all, the strategy is mostly formulated and developed by top management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must constantly collect and analyze vast amounts of information about the industry, competition and other factors.

Finally, strategic plans must be designed not only to remain consistent over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, recognizing that the conflicting and constantly changing business and social environment makes constant adjustments inevitable.

The strategy is a detailed comprehensive comprehensive plan. It should be developed from the perspective of the whole corporation, rather than a particular individual. It is rare that a company founder can afford to combine personal plans with organizational strategies. The strategy involves the development of reasonable measures and plans to achieve the intended goals, which should take into account the scientific and technical potential of the company and its production and marketing needs. The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about industries. National economy, market, competition, etc. In addition, the strategic plan gives the company a certain identity that allows it to attract certain types of employees and help sell products or services. Strategic plans should be designed in such a way that they not only remain coherent over the long term, but also remain flexible. The overall strategic plan should be viewed as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the constantly changing business and social environment.

Strategic planning alone does not guarantee success, and an organization that creates strategic plans may fail due to errors in organization, motivation, and control. However, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. In this way, planning helps to create a unity of common purpose within an organization.

2.Strategic planning process

The strategic planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent.

Each leader must imagine how strategic planning should be carried out (Fig. 1).

Rice. 1. Strategic planning process.

Organization missions

The planning process in a company begins with the definition of the initial goals of its development and activities, the basis for the development of which many companies put mission goals (Fig. 1). In essence, mission goals, or main strategic goals, are a vision of what a company should be like or what it should fight for. They should reflect the interests of all groups of influence (shareholders, managers, employees and workers, suppliers, banks, government agencies, local governments, public organizations and etc.). Mission objectives should emphasize social significance company and serve as a means of consolidating and motivating the company's staff. The interests of stakeholders and organizations (groups of influence) are also taken into account when developing the initial goals of the company.

Initial goals passed through a triple filter: available resources at home and abroad, the environment, and the company's internal capabilities and performance. The last two filters are essentially situational analysis. The results of a situational analysis are often summarized in a section of a marketing plan called "SWOT Analysis". The results of the situation analysis also include assumptions about the future conditions of the organization's activities, as well as forecast estimates of expected demand in potential markets for the period of the marketing plan. Based on these assumptions and estimates, the following sections of the marketing plan set goals. marketing activities, strategies are selected and marketing programs are developed.

Rice. 2. Development of business goals in the company

Organization goals

Organizational goals (company-wide) are the end points of an organization's mission statement to which it aspires.

General company goals are divided into:

General (global), developed for the company as a whole:

a) reflect the concept of the company;

b) designed for the long term;

c) determine the main directions of the company's development programs;

d) should be clearly articulated and linked to resources;

e) ranking goals according to the principle of priority.

Specific goals are developed within the framework of general goals for the main activities in each production unit of the company and are expressed in quantitative and qualitative indicators (profitability, profit margin).

Corporate goals are formulated and established on the basis of the overall mission of the organization and certain values and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

Goals should be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress.

The specific forecast horizon is another characteristic of effective goals. Goals are usually set for long or short time periods. The long-term goal has a planning horizon of approximately five years. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

The goal must be achievable - to serve to increase the effectiveness of the organization.

To be effective, an organization's multiple goals must be mutually supportive—that is, the actions and decisions required to achieve one goal must not interfere with the achievement of other goals.

Goals will be a significant part of the process strategic management only if top management articulates them correctly, then institutionalizes them effectively, communicates them and encourages their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to what extent these goals reflect the values of management and the realities of the firm.

Assessment and analysis of the external environment

Assessment and analysis of the external environment is the process by which strategic plan developers control factors external to the organization in order to determine opportunities and threats for the firm.

After establishing its mission and goals, the management of the enterprise begins the diagnostic phase of the strategic planning process. On this path, the first step is to study the external environment:

· assessment of changes affecting various aspects of the current strategy;

· identification of factors that pose a threat to the current strategy of the company;

· control and analysis of competitors' activities;

· identification of factors that provide more opportunities to achieve company-wide goals by adjusting plans.

The analysis of the external environment helps to control factors external to the firm, to obtain important results (time to develop an early warning system in case of possible threats, time to predict opportunities, time to draw up a contingency plan and time to develop strategies). To do this, it is necessary to find out where the organization is, where it should be in the future, and what management should do to achieve this. The threats and opportunities faced by the firm can be divided into seven areas:

.Economic forces. Some factors in the economic environment must be constantly diagnosed and evaluated, because The state of the economy affects the goals of the firm. These are inflation rates, international balance of payments, employment levels, and so on. Each of them can pose either a threat or new opportunity for the enterprise.

.political factors. Active participation entrepreneurial firms in the political process is an indication of the importance public policy for the organization, therefore, the state must follow the regulations of local bodies, the authorities of the subjects of the state and the federal government.

.Market factors. Market environment represents a constant threat to the firm. Factors affecting the success and failure of an organization include income distribution, the level of competition in the industry, changing demographics, and ease of entry into the market.

.Technological factors. Analysis of the technological environment may at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communication technology. The head of any firm must ensure that he is not exposed to future shock destroying the organization.

.Competition factors. Any organization must examine the actions of its competitors: analyzing future goals and assessing the current strategy of competitors, reviewing the assumptions regarding competitors and the industry in which these companies operate, in-depth study of the strengths and weaknesses of competitors.

.Factors social behavior. These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and national minorities in society, the movement to protect the interests of consumers).

.international factors. Management of companies operating in international market, must constantly evaluate and monitor changes in this broad environment.

Thus, the analysis of the external environment allows the organization to create a list of dangers and opportunities that it faces in this environment. For successful planning, management must have a complete understanding not only of significant external problems, but also of the internal potentialities and shortcomings of the organization.

Management survey of strengths and weaknesses

Successful strategy selection requires determining whether the firm has the internal strength to take advantage of external opportunities, as well as identifying internal weaknesses that can complicate problems associated with external hazards. Explore five interior areas:

1.Marketing is a type of human activity aimed at meeting needs and requirements through exchange (according to Kotler).

market share and competitiveness;

variety and quality of the product range;

demographic statistics (in terms of goods and services);

research and development of new markets and products;

pre-sales and after-sales service;

profits (should be - otherwise there is no point).

.Finance (audit and redistribution of funds). The main task of financial management is financial support for the implementation of the corporate strategy. The best strategy can fail if not enough Money for its implementation.

.Operations (production). The type of production system has a greater impact on the strategy. There are four types production systems:

a) Single and small-scale production where one or a small series of identical products is simultaneously manufactured;

b) Mass production, involves the manufacture of a large number of identical products;

V) Mass production, characterized by the manufacture of large series of the same type of products;

d) Continuous production uses automated equipment that works around the clock to continuously produce the same product in large volumes.

.Human resources

.Culture and image (image) of the company. Culture - the prevailing customs, mores and expectations that have developed in the firm. Image - the impression that a company creates with the help of employees and customers in public opinion.

Analysis and selection of strategic alternatives

Based on the existing database of strategic data, forecasts and assumptions, the company proceeds to the choice of strategic alternatives for its development.

There are four types of alternatives:

·Height;

· limited growth;

·Reduction;

· A combination of the three previous alternatives in varying proportions.

The growth strategy involves the annual growth of the main indicators of the organization. It is most often used by enterprises in dynamically developing sectors of the national economy, with rapidly changing technologies, as well as enterprises seeking to diversify (wide penetration into new areas of activity). It happens that firms cannot withstand rapid and short-term growth, and go bankrupt, so most firms adhere to a limited growth strategy, expanding their activities taking into account the real possibilities of the achieved level and external efforts. This is the least risky course of action.

Limited growth. Targets are set as in the previous period plus inflation. Static industries with static technology, management does not like change and risk.

Strategic reduction is expressed in the fact that the results of the company's work in the planning period are expected to be lower than in the previous period. This strategy is applied when we are talking about a fundamental restructuring of the organization. And, if short-sighted leaders try to rebuild the organization's activities while maintaining the same growth, then the results are usually negative.

The reduction is carried out in different ways:

· complete liquidation of the company and the creation of a new one in its place;

· getting rid of unnecessary elements;

· narrowing the scale of the company, its activities with simultaneous reorientation (this strategy is chosen by firms if things are going badly or it is necessary to hide income).

A combination of three types of strategy is practiced by firms operating simultaneously in different industries with different technological and economic conditions.

Choosing a strategy

To make effective strategic choices, senior leaders must have a clear, shared vision of the firm and its future. The strategic choice must be definite and unambiguous.

Strategic choices made by leaders are influenced by a variety of factors. Here are some of them:

· Risk. It is a factor in the life of the company, but a high degree of risk can destroy the company;

· Knowledge of past strategies. Often, consciously or unconsciously, management is influenced by past strategic alternatives chosen by the firm;

· Reaction to the owners. Quite often, equity holders limit management's flexibility in choosing a particular strategic alternative;

· Time factor. It can contribute to the success or failure of an organization. The implementation of even a good idea at the wrong time can lead to the collapse of the organization.

While the choice of overall strategy is both a right and a responsibility of top management, the final choice has a profound effect on the entire organization. Therefore, the decision should be subjected to careful research and evaluation.

Implementation of the strategy

After the development of the organization's strategy, the stage of its implementation begins.

The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.

A tactic is a short-term plan of action aligned with a strategic plan. In contrast to strategy, which is more often developed by senior management:

tactics are developed by middle managers;

tactics are more short-term than strategy;

the results of tactics appear much faster than the results of strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviation in making daily management decisions from the main goals of the organization. It shows acceptable ways to achieve these goals.

After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.

Where appropriate complete absence freedom of choice, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.

Thus, strategy, tactics, forecasts, rules, procedures and assumptions are the basis on which the planning process can be carried out.

Strategy evaluation

The evaluation of the strategy is carried out by comparing the results of work with the goals. To be effective, evaluation must be carried out systematically and continuously in an appropriate manner, the developed process must cover all levels - from top to bottom. When evaluating the strategic planning process, five questions should be answered:

.Is the strategy internally consistent with the capabilities of the organization;

.Does the strategy involve an acceptable degree of risk;

.Does the organization have sufficient resources to implement the strategy;

.Does the strategy take into account external dangers and opportunities;

.Is this strategy the best way use of company resources.

At the same time, a number of qualitative (ability to attract highly qualified managers, deepening market knowledge) and quantitative (rank share, profit, share price, staff turnover, absenteeism) criteria are evaluated.

Structure evaluation. The strategy defines the structure. It is necessary to check whether the structure of the organization contributes to the achievement of its objectives. You cannot simply impose a new strategy on the essential structure of the organization.

3.Types of strategic planning

There are the following types of strategic planning:

Long-term (prospective) planning. Since plans are developed from the future to the present, plans for a shorter period become integral part promising. Long-term plans reflect long-term goals and a general strategy of action. Alternative strategies being developed are not included in the plan, but are reflected in special programs contained in the annexes. Long-term plans include indicators and proposals, which are reflected in generalized, most often financial, indicators. Long-term plans are developed for a period of 5 to 10 years.

Medium term planning. They are based on the real demand for the organization's products, changes in its characteristics in the near future, restructuring of production technology, financial constraints, market conditions, the risk of losing a partner, etc. Medium-term plans are developed for a period of 1 to 5 years.

Short term planning. Such planning covers a period of several weeks or months. It is aimed at regulating the current use of resources and is implemented through the preparation of calendar programs for production and control over it, the management of inventories and loans received.

operational planning. To the task operational planning includes monitoring the daily loading of equipment, the sequence of operations, the placement of workers, etc.

II Strategic planning methodology

1.Strategic planning methodology system

The methodology of any science is an organic unity of general worldview, general methodological principles, general scientific methods of cognition and specific, particular methodology.

The strategic planning methodology is based on four levels of knowledge:

General philosophical level - a set of views, knowledge about the phenomena of the surrounding world (philosophy, cultural studies, mathematics; systems theory; organization theory; political science);

General scientific level - which gives an understanding of general approaches, principles, forms of organization, systems (cybernetics; organization theory, systems theory, observation, analysis and synthesis, etc.);

The specific methodology of sciences - forms the total knowledge about management in the social economic systems ah (macroeconomics; law; sociology; statistics, management, etc.);

Methodology, methodology and technology of strategic planning - the science of strategic planning, which is closest to practical activities, and is designed to implement the achievements of other sciences.

The strategic planning methodology system is scientific basis development of a system of forecasts, projects, programs and plans.

The methodological basis of strategic planning is the systematic and situational approaches. According to systematic approach any organization should be considered as a system consisting of certain interrelated elements that ensure its vital activity, and elements of more major system, the functioning and development of which is determined by economic laws and patterns characteristic of this type of systems.

For each specific organization systems of a higher order act as a certain environment, consisting of economic and government bodies of control; market, domestic and foreign competitors, media and infrastructure.

Organization system model

Strategic planning by organizations is based on the following provisions:

First position

Organizations are complex socio-economic systems that are characterized by a number of features:

A) Organizations are created to achieve certain goals;

b) Availability of certain resources and their transformation into material goods;

V) Comparison of the costs of production and use of goods with the results of activities;

G) Complexity internal environment organizations;

e) Multi-criteria management tasks;

e) Greater dynamism of the processes occurring in the system;

and) The need to manage the organization, for which a special management body is created that has a specific function and organizational structure. A system of approved norms for monitoring their observance.

Second position

Organizations are open systems that are affected by numerous environmental factors. Therefore, the effectiveness of the organization, and its strategy, is largely determined by its adaptive capabilities.

Third position

The strategies of organizations are in many ways unique, therefore, there are no universal solutions for all occasions, and there are no standard sets rules, and the procedure for solving strategic problems.

2.Principles of Strategic Planning Methodology

The principles of planning should be understood as an objective category of the science of planning, which acts as a starting fundamental concept, expressing the cumulative effect of a number of laws of development as an object of planning, and determining the tasks, direction and nature of the compilation, the possibility of fulfilling planned assignments and checking their implementation.

Strategic planning is a central element of the management system of a society, a company; for it, four general management principles are also generally significant, which include:

.The principle of the unity of economics and politics with the priority of politics. The content of this principle is a requirement. According to which, the developers of forecasts, strategic programs and plans should proceed from the goals of the policy planned for implementation by the relevant management entities. Politics is nothing more than an organizationally formalized system of interests of the relevant communities of people. It expresses their relationship to each other and to the state, the direction of its activities in a direction that allows realizing these interests. In the system of interests, the central place is occupied by economic interests, they are decisive in comparison with all others, and in this sense, politics cannot but be a concentrated expression of the economy. At the same time, for the unhindered development of the economy, appropriate political conditions are needed, a state with all its institutions and authorities is needed. Therefore, politics acts as a guiding channel within which the economy of any country functions. Consequently, without the priority beginning of politics in managing the economy, the latter cannot develop successfully, which determines the relationship between economics and politics. At the micro level, commercial owners form a policy that determines the direction of their development, distribution financial results activities in line with their interests.

.The principle of unity of centralism and independence. The essence of this regularity of strategic planning lies in the fact that the draft decisions prepared by regulatory authorities in the form of forecasts, strategic programs and plans, on the one hand, should be based on information about the intentions of economic entities, taking into account their interests, and on the other hand, provide an impact on them in direction for society. Within the firm, the corporation, centralism and autonomy in strategic planning, finds its concrete application in giving its affiliates as much freedom as possible in economic activity, incl. and in planning, but within the framework of the overall strategy of the firm, corporation.

.The principle of scientific validity and effectiveness of management decisions means the need to take into account the following requirements in the process of their preparation:

a) the operation of the entire system of laws of the development of society, which determine the content and direction of individual elements and areas of activity. When developing forecasts, draft strategic programs and plans, their compilers must proceed from the essence, content and forms of manifestation in practice and the economic laws of the market economy, and the laws of development social relations, and the laws of development of science and technology;

b) deep learning and practical use V planned work achievements of modern domestic and foreign science and technology, in order to timely implementation of the restructuring of the economy. Materialization in economic practice of the most important areas of scientific technical progress, greening production, ensuring its social orientation, as well as high level intensification and efficiency;

c) based on widespread use economic instruments orient firms, corporations to timely technical equipment, design and renewal of production, susceptibility to scientific progress. Rapid response to the ever-changing needs of society;

d) ensuring the organic unity of strategic and tactical plans, programs and forecasts in the process of strategic planning;

e) increasing the degree of reliability of planning and accounting information, which is information base for calculation of indicators of forecasts, strategic programs and plans;

f) continuous improvement of the technology for the development of all planning documents;

g) ensuring the integrated use of all other elements of the strategic planning methodology.

.The principle of combining general and local interests with the priority of interests of a higher rank and stimulating personal and collective interest in the implementation of management decisions. This principle means: firstly, the objective necessity of organically linking the interests of various classes, social strata, collectively commercial organizations and individual workers in single system and ensuring in the process of management the strategic goals of programs and draft plans, as well as the preparation of activities that contribute to their achievement; secondly, when regulating the reproduction processes taking place in the national economy with the help of federal and regional targeted, comprehensive strategic programs and plans, to solve these problems based on the priority for all members of society of the interests of strengthening its security and other common human values; thirdly, the creation with the help of a system of economic incentives, in the form of various forms wages, bonuses, tax and credit benefits, providing the necessary material resources, the personal collective interest of employees in the successful implementation of planned targets. The inconsistency of the interests of business entities, within labor collectives, does not allow managing economic and social processes, to achieve the marked goals, and the lack of economic incentives for the labor activity of people leads to low labor efficiency, to the destruction of the economic system itself.

Conclusion

Strategic planning has established itself as one of the most effective tools of modern management. It is the responsibility of management at all levels to do everything possible to ensure the best option future development and not allow yourself to be drawn into a whirlpool of failures. The bodies managing the economy simply need to foresee the course of the development of privatization and demonopolization, the results of the formation of diverse forms of ownership, the consequences of technological renewal of production, and so on.

The strategic plan gives the enterprise certainty, individuality, which allows it to attract certain types of workers, and, at the same time, not to attract other types of workers. This plan opens the door for an enterprise that directs its employees, attracts new employees, and helps sell products or services. Finally, strategic plans must be designed not only to remain consistent over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, recognizing that the conflicting and constantly changing business and social environment makes constant adjustments inevitable.

The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, recognizing that a conflicting and ever-changing business and social environment makes constant adjustments inevitable.

Organizational planning and success. Some organizations, like individuals, can achieve a certain level of success without much formal planning. Moreover, strategic planning alone does not guarantee success. Just as a car with a great engine design will not be able to move if it is filled with poor quality gasoline, so an organization that creates strategic plans can fail due to errors in organization, motivation and control. However, formal planning can create a number of important and often significant enabling factors for the organization. The current pace of change and increase in knowledge is so great that strategic planning seems to be the only way to formally predict future problems and opportunities. It provides senior management with the means to create a long-term plan. Strategic planning also provides a basis for decision making. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. Formal planning helps reduce risk in decision making. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. Planning, in so far as it serves to formulate established goals, helps to create a unity of common purpose within the organization. Today, strategic planning is becoming the rule rather than the exception.

strategic planning enterprise managerial

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Strategic planning as a logical analytical process of determining the future position of the firm, depending on external conditions activity was developed by firms that sought to reverse the process of slowing growth and obsolescence of equipment and technologies.

Strategic planning is considered the follower of long-range planning.

We can agree with this regarding the time factor, since strategic planning is a general result of the development of the theory and practice of planning based on the program-target approach.

Strategic planning, in contrast to long-term extrapolation planning, is a more complex process that affects the firm in the present and future.

The main difference between long-term and strategic planning is in the interpretation of the future.

The long-range planning system assumes that the future can be predicted by extrapolating historical growth trends.

In the strategic planning system:

1) there is no assumption that the future must necessarily be better than the past, and it is not believed that the future can be studied by extrapolation;
2) extrapolation is replaced by a detailed strategic analysis that links perspectives and goals to each other to develop a strategy;
3) for strategic planning, the main base is the current state and scenario for the future of the company;

The transition from extrapolative to strategic planning is due to a number of reasons:

- extrapolative planning does not allow the use of interactive (interaction-oriented) organization of the planning process (extrapolation is carried out, as a rule, at the same level);
- methods of extrapolative planning are ineffective for diversified areas of economic activity;
- extrapolative planning does not work in a dynamically changing external environment and competition.

The original approach to strategic planning assumed that new strategy should build on the firm's existing strengths and mitigate its weaknesses. As the volatility of firms' external environment increases, hopes for strengths firms as the basis of current and future success became questionable for the following reasons:

1. Some firms could not find ways to diversify that would use their former strengths.
2. Constant variability in the established field of activity of the company often turned its strengths into weaknesses.

With abrupt changes in environmental conditions (transition from vacuum tubes to transistors), a chandler situation, which required reactive adaptation (5–10 years) to changing conditions (it takes 5–7 years to implement strategic planning).

Stages of development strategic planning:

1. reactive ( Chandler's) adaptation (1900–1960);
2. strategic planning (I960);
3. management of strategic opportunities (1970);
4. real-time problem management (1980).

Basic procedures strategic planning:

– strategic forecasting (strategic forecast);
– strategic programming (strategic program);
– strategic design (strategic project/plan).

In strategic planning, the forecasting system should address issues related to assessing the main trends in the development of the organization, the degree of influence of factors in the internal and external environment. In conditions market economy An important factor determining the development of enterprises is the economic forecast, considered as a unity of normative, scenario and genetic forecasts. Formalized forecasting is based on the determination of analytical, formal dependencies between the parameters of an object and is implemented using the methods of economic and statistical, optimization, simulation modeling and computer technology.

Strategic programming is considered as a system of economic, industrial, organizational and technical measures aimed at developing a strategy for economic systems and activities of organizations. The main functions of strategic programs include:

- strengthening the target orientation of planned calculations;
- the formation of a set of measures not on individual grounds, but on the basis of the problem being solved;
- change in the pace and proportions of development (ensuring structural changes) of the economy.

With the help of target programs of the federal level, the following tasks of the national economy are solved:

substantiation of strategic decisions on the problems of economic development;
concentration of resources necessary to solve the problems of long-term development;
increasing the level of balance of measures to solve the tasks;
coordinating the activities of management entities.

Design is the final procedure of strategic planning. Its purpose is to develop draft strategic plans for all levels and time horizons. The draft strategic plan is a project management decision to implement the enterprise strategy. The strategic plan can be considered as a scientific forecast of the state of the integral object of management (enterprise, region, country) in the long term.

An important feature of strategic plans is that they:

- act as a measure, a criterion for the economic and social progress of society;
- determine the stages of socio-economic development of society as a whole and its individual subsystems;
– are used as tools for the implementation of management policy;
- reveal the goals and directions of development of control objects.

The positive effect of strategic planning can give

only an organic combination of science, experience and art, an orientation towards common sense in the organization of both activities and planning itself. In general, the competent application of strategic planning methods has a number of positive aspects.

1. Strategic planning enhances the competitiveness of the enterprise. Competitive advantages allow the company to steadily occupy and improve its place in the market. The market will be won by those who learn earlier than others and begin to "live according to the strategy."
2. Strategic planning allows you to rationally allocate resources. The concentration of resources in a certain area of the business allows you to more successfully overcome the resistance of the competitive environment. Diffusion of resources in many areas will almost certainly not bring success in any of them. Moreover, if an enterprise conducts strategic planning, which highlights the main areas of work, then it should refuse promising at first glance projects that do not fit into the overall strategy.
3. Strategic planning links decision-making processes in top and middle management. The top management of the company accepts strategic decisions, middle managers - operational decisions. Often these processes run in parallel, not always interconnected. In addition, the functions of units sometimes do not correspond to the strategic setting. Therefore, if the enterprise carries out competent strategic planning, then all planning processes are conducted from the main goal. A well-thought-out and skillfully executed strategy is communicated to the executors in the form of plans for organizational and technical measures, which become the plans of departments for a certain time period. Thus, the development by the departments of their plans leads to the implementation of the strategic objectives of the enterprise as a whole.
4. Strategic planning improves the adaptation of the enterprise to changes in the external environment. The company, as a rule, prepares for any scenario. As a result, its adaptation to changes in the external environment increases, the time to respond to a particular event is reduced, since its possible occurrence and the corresponding measures taken are taken into account in the plan, only some adjustment is required.
5. Strategic planning improves the orientation of the enterprise in the external environment. This is because strategic planning involves in-depth research marketing environment enterprises - strategic analysis.
6. Strategic planning allows employees to focus their efforts on achieving a single goal. The functional interests of departments and the personal interests of employees should be subordinated to the strategic interests of the enterprise as a whole. The stated and documented strategic goal becomes a guideline in the activities of employees of all departments of the enterprise.
7. Strategic planning contributes to the formation of a single team of managers in the company. Both the adopted strategy and the process of its preparation form a single team.
8. Strategic planning increases the level of corporate culture in the enterprise. When strategic planning is carried out, the company's goals and methods of achieving them are explained to employees, their attitude towards management and the company itself becomes more conscious and positive.

Strategic planning forms a long-term plan (over 3-5 years, depending on the stability and uncertainty of the external environment) and determines the enterprise development strategy as the basic basis for a stable and sustainable long-term functioning of the company. In accordance with this, strategic planning identifies and takes into account economic patterns in the interaction of many internal and external economic processes, factors and phenomena.

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

1) determination of the long-term perspective, the main ideals, goals and objectives of the development of the enterprise;

2) creation of conditions for reliable and stable long-term development of the enterprise;

3) formation of prerequisites efficient operation enterprises based on the implementation of the strategy through a set of current and medium-term plans.

In accordance with this, in the process of strategic planning, justification is carried out:

The long-term goal of the development of the enterprise, its refinement, taking into account changes in the conditions of its activity;

Enterprise development strategy, which formulates the concept and main directions of development;

Plan for the long-term (strategic) development of the enterprise.

The strategic plan identifies the tasks that, in accordance with the concept, must be solved in order to achieve the goals at each stage of the enterprise development. It indicates the main parameters of development, enlarged quantitative and qualitative indicators. The strategic plan combines two aspects of planning - target and resource, that is, it links goals with the possibilities of achieving them, which implies internal consistency of its indicators and sections. Since resources can be limited at each stage of enterprise development, the strategic plan not only provides for the achievement of goals with their help, but also develops methods for expanding the types and increasing the volume of these resources.

Strategic planning allows you to turn the long-term, stable and competitive development of any enterprise into a controlled process of purposeful movement from the initial state of affairs (if it does not satisfy the management) to the intended goal. The trajectories of such a movement can be different, each of them corresponds to a certain development option, and choosing the most effective option is one of the tasks of strategic planning.

The development of any plan is based on the definition of the initial and final states, on which attention is focused in the process of drawing up the plan.

In strategic planning, when determining the final state of the enterprise in the long term, two approaches are used: planning from the achieved level in accordance with the established patterns and trends in the development of the enterprise and planning from the final goals. In the first case, it is assumed that the current growth rates and the mechanism for managing the enterprise's activities do not change significantly during the planned period.

At the same time, resource opportunities, their expansion and qualitative improvement within the established rates and proportions are taken into account. An important task solved with this approach is to achieve the appropriate parameters of balance between resources (material, financial and labor) and the volume of the enterprise. Methodologically, this approach consists in the fact that, based on the expected resources, the growth rates of the volume of sales and production of goods and services, as well as the proportions of the development of the enterprise's divisions, are optimized. These procedures are completed by the development of measures to improve the efficiency of the use of the resource base. An approach that takes into account resource capabilities must be considered in conjunction with the target approach.

Planning from final goals involves:

Clarification of the purpose and objectives of the enterprise, taking into account forecast indicators related to the internal and external environment;

Substantiation of the desired (ideal) state of the enterprise in the long term, taking into account the external conditions of its functioning;

Analysis of the main conditions and features of the internal environment, analysis of the stages and patterns of development of the enterprise's activities in the future upon reaching the desired level, assessment of the problems that arise in this case, clarification of the degree of provision with the necessary material and labor resources target option for the development of the enterprise;

Clarification and interconnection of indicators of the strategic plan of the enterprise, taking into account resource constraints, possible changes in the behavior of competitors, as well as changes in the preferences of consumers of goods and services (by type of activity of the enterprise).

These two approaches involve the use of planning methods differentiated adequately by the procedures and the idea of a strategic plan.

In accordance with this, the following planning methods are used in the development of a strategic plan:

Extrapolations - planning from the achieved level based on trend models, multi-factor mathematical model;

Program-target - planning from the end goals based on a set of target standards and indicators that describe the ideal state of the enterprise in the future;

Simulation modeling - setting the maximum permissible parameters for the development of an enterprise, building a model of controlled and uncontrolled factors in order to study the degree of their influence on the development of an enterprise in the future taking into account factors of the internal and external environment);

Network planning is one of the forms of graphical reflection of the content of work and the duration of the implementation of strategic and long-term plans.

In the complex of methods, it is necessary to highlight the use of network planning, which contributes to the solution of the following tasks:

Synchronize the development of activities and divisions of the enterprise upon reaching the parameters of the strategic plan of the enterprise;

Reasonably choose the development goals of the enterprise units, taking into account the planned end results on the basis of disaggregation of the set of goals and objectives to specific activities and the identification of their executors;

Set tasks for departments based on their relationship with the strategic plan of the enterprise;

Involve direct executors of the main stages of the planned work in the preparation of plans;

Predict the timeliness of the implementation of the main work focused on the critical path;

Determine the need for resources and coordinate their receipt and rational use;

Draw up network schedules for the performance of work, taking into account the formation of a single network graphics and schedules for the performance of work by departments.

Strategic planning helps the company to effectively use its existing advantages and create new potentials for successful activities in the future. The Strategic Planning Service acts as an internal advisor to managers, supplying the necessary information to make informed decisions.

The development of a strategic plan includes the following steps:

Formation of goals for the long-term development of the enterprise and their disaggregation to a set of tasks;

Justification of the concept of long-term development of the enterprise, ensuring the achievement of the goal;

Determination of long-term forecasts for the development of an enterprise with various options changes in the external environment and opportunities for changing the internal potential;

Substantiation of directions and indicators of the strategic plan for the development of the enterprise, including business plans for an investment or entrepreneurial project.

Let's take a closer look at each of these stages.

The 1st stage - the formation of the goals of the long-term development of the enterprise - is very important, since when substantiating the goal, the long-term results of the enterprise's activities are anticipated, the most general guidelines and mission for the development of the enterprise are formed.

Basic rules for justifying the goal:

Must be specific and understandable (measurable goal);

Must be achievable in the foreseeable future (realistic goal);

Can be broken down into a set of tasks that ensure the achievement of the goal, i.e., be able to build a "tree of goals" (comparability of goals and objectives);

It should formalize the mission (main functional purpose) of the enterprise in the long term (specificity of the goal).

The goal is formulated by top management and predetermines the concentration of efforts for its implementation. Goals are important because they:

They are the foundation for planning, management, organization, coordination and control;

Determine the prospects of doing business;

Serve as a guide in the formation of the image of the enterprise.

There are eight key spaces within which the enterprise defines goals:

1. Market position (share and competitiveness).

2. Innovative processes of production and sale of products and services.

3. Profitability of the enterprise.

4. Resource intensity of products and services and the possibility of additional attraction of resources.

5. Mobility of management: organizational structures, forms and methods of interaction, motivation, etc.

6. Qualification composition of personnel and the possibility of its change.

7. Social Consequences changes and their impact on the level of development of the enterprise.

8. Ability to quantify the goal. The formulated goal is disaggregated through a set of tasks, then the tasks are detailed to measures that are concretized into target standards and indicators that determine the ideal future state of the enterprise.

2nd stage - substantiation of the concept of long-term development. The concept as a system of views on the prospects of the enterprise is based on future opportunities and risks, and also relies on the resource potential of the future (technology, equipment, personnel, etc.). Realization of the set goal involves taking into account three basic conditions in the justification of the concept:

Sustainability economic relations both within the enterprise and in the external environment;

The efficiency of the enterprise at all stages of its development;

Innovativeness of strategic directions.

These conditions for determining the concept of enterprise development are based on three main approaches:

Minimization of costs for the production and sale of products and services and the formation on this basis competitive advantage- a very vulnerable strategy, especially for enterprises;

A high level of specialization and, on this basis, an increase in the quality characteristics of products and services - highlighting basic service or products with subsequent diversification of related and additional services providing the effect of "synergy" due to the complexity and mutual support of the system of production, promotion and sale of products and services;

Orientation to only one segment of the market with the study of its needs and specialization for their maximum satisfaction.

Based on this, four groups of basic conceptual strategies are distinguished:

Concentrated growth strategy - includes plans to strengthen market positions; search for new markets for existing goods and services; upgrading a product or service for sale in an existing market;

Growth strategy by increasing the number of structures (integrated growth), including horizontal mergers of enterprises of the same market segment, production or sales (creation of a network of enterprises of the same profile); vertical mergers along the chain of production-distribution-sales, carried out on different organizational and legal conditions; conglomerate mergers of companies from different areas economy in order to diversify activities);

Diversified growth strategy through the production of new goods and services;

Downsizing strategy - involves a liquidation plan where the business is unable to run its existing business, so it sells all or part of its business.

In addition, enterprise strategies are divided into levels:

Corporate - involves the strengthening of positions in the market, the formation of corporate interests and goals, culture;

Business (business strategy) - is developed by types and areas of activity based on the corporate strategy;

Functional - managerial, i.e. substantiation of approaches to ensure effective management for the implementation of business strategies;

Operational - includes the strategy of logistics, commerce, production, marketing, ensuring the implementation of the business business strategy.

3rd stage - development of forecasts for the long-term development of the enterprise (at least three options). Forecasting the development of an enterprise takes into account changes in the external environment, which implies:

Determining the potential of the market and its conjuncture;

Changing quality needs for products and services;

Growth of incomes of the population and directions of its use (as a growth factor);

Changing the internal environment:

Growth in production and sales of products and services;

Qualitative and quantitative change in resource potential;

Competitiveness and stability of the enterprise.

Forecasting can be carried out according to trend models, according to target standards, using economic-mathematical, simulation and network modeling.

The practical tasks of modeling are:

Analysis and forecasting of the economic situation within the enterprise and beyond;

Analysis and forecasting of sales markets and logistics;

Preparation planned decisions regarding the future activities of the enterprise.

Each of the methods gives its own version of the forecast, which are subsequently compared, analyzed, evaluated from the point of view of the possibility of developing the enterprise under different options, and the degree of controllability of the forecast indicators is determined. There should be at least three forecast options: minimum, maximum and most probable.

It is advisable to develop forecasts for periods exceeding the periods of a long-term (strategic) plan.

Stage 4 - the development of a long-term plan involves the evaluation and selection of the most effective and realistic forecast option, its concretization. In the long term, goals, strategies are expressed in planned indicators and tasks (in an enlarged form, sometimes in extreme values).

The range of strategic plans includes:

1. Company-wide consolidated strategic plan:

General corporate business portfolio, which defines the prospects for the types of business, areas of activity of the enterprise;

Strategies and key indicators of the development of the enterprise, taking into account the goals and forecast calculations;

Plan for strategic transformations (changing the types and objects of activity; creating a network of enterprises, etc.).

2. Plans by type of business:

Business portfolios by types of business and activities;

Key indicators of development of business types;

Plans for new products and technologies.

3. Strategic plans for the development of the functional areas of the enterprise:

Commercial activities;

production development;

Development of material and technical supply;

Development of complex functional areas of activity (marketing, personnel, etc.).

4. Plan for improving the organizational structure and legal form enterprises:

The plan for the reorganization of the enterprise as legal entity(taking into account changes in the tasks to be solved, volumes and structure of economic activity);

Reengineering (redesign) of the organizational structure of the enterprise:

5. Plans for improving the management system (management):

Arrangement and reserve of leading personnel;

staff development;

Improving the organizational structure of management;

Improving the personnel incentive system;

Development information system management.

This approximate list of strategic plans at each enterprise is specified taking into account the purpose and development strategy of the enterprise, as well as taking into account the completeness and reliability of information characterizing the future conditions of its activity.

Draft strategic plan submitted for discussion general meeting shareholders or other management bodies, where it is considered as a general direction in the activities of the enterprise. It is advisable to involve ordinary employees in the discussion to participate in the development of the most promising areas of activity. The strategic plan, approved by the supreme governing body, acquires a directive character and is implemented in stages, mainly through the inclusion of strategic indicators in current plans and ensuring their implementation.

Current planning is a short-term strategy that implements a long-term (strategic) plan. The current plan is being developed by:

In the development of the strategic plan;

As a rule, at all levels of management;

For a shorter period of time compared to the strategic plan;

To determine the results of the implementation of the strategy in a shorter period of time.

In the system of plans (strategic and current), the implementation of the strategy means:

Determination of indicators of the current work plans of the enterprise, taking into account their strategic values;

Formation of procedures for the implementation of planned indicators with the definition of specific resources for them, justification of a set of tasks for each division of the enterprise;

Action planning and development calendar plans and charts;

Monitoring the implementation of strategic and current plans.

Thus, the implementation of strategic plans involves their interconnection with the current ones and the formation of a planning system at the enterprise with different time horizons.

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