Determination of the effectiveness of the current potential of the company. Assessing the economic efficiency of a development strategy How to evaluate the effectiveness of a strategy

In our opinion, the degree of validity of a number of theoretical provisions would be higher if they were illustrated with practical examples. This remark refers to the description of the operation of the mechanism for managing the processes of formation and implementation of the development strategy, as well as the process of coordinating activities carried out within the framework of internal and external marketing of the region. It should be noted the staging nature of individual proposals put forward in the monograph. Thus, it would be advisable to specify the proposal to improve statistical reporting, reflecting the implementation of the region's development strategy. The final paragraph of the monograph, devoted to evaluating the effectiveness of the implementation of the development strategy in the regions, could be expanded by increasing the range of analyzed indicators.

Efficiency of strategy implementation

Evaluation of the effectiveness of the implementation of the strategy can be carried out at three levels

The effective implementation of the strategy is ensured by the corporate culture, which is based on the basic ethical norms and principles of activity. These values ​​in different corporations can be different and largely depend on whose interests underlie the activities of the corporation of the company as a whole or of its individual members.

Based on the example of the work of the commercial aviation division, it can be assumed that partnerships can serve as the basis for the effective implementation of the strategy. To succeed, you need to find a way to connect employees with different levels and from different parts of the organization around the task of implementing the strategy.

The administrative task is to achieve a match between what is being done and what needs to be done to effectively implement the strategy. The higher the degree of compliance, the more successfully the strategy is implemented. The main thing is the correspondence between strategy and organizational capabilities, strategy and reward system, strategy and internal system support, and between the organization's strategy and culture (which is expressed in terms of the values ​​and beliefs shared by the organization's members, the company's approach to managing people, and established behaviors, work practices, and ways of thinking). Aligning an organization's work with the style needed to effectively execute a strategy helps hold the organization together to achieve its goals.

Although the main initiative in the implementation of company and enterprise strategy usually belongs to the general manager and senior officials, these leaders still need to rely on the active support and cooperation of middle and lower managers in driving strategic changes in functional areas and operational units and effectively implementing strategy in daily practice. Middle and lower-level managers are responsible not only for initiating and controlling this process in their area of ​​competence, but also for achieving the set goals by working closely with employees to effectively carry out key operations.

The book of famous American scientists is devoted to the main tasks of strategic management in a competitive environment between various companies in a constantly evolving market. The strategic plan is considered as a set of strategies developed by different managers, the need to unite employees into a single team in order to effectively implement the strategy, methods for analyzing the competitiveness of the strategy are given.

These new developments are not only long-term, fundamental additions to management process theory, but also represent valuable new methodologies that can improve the effectiveness of strategy implementation. Including them in this book prompted us to undertake a major overhaul of our own approach to evaluating strategy implementation. We have divided the material under consideration into three full chapters, developed a new conceptual framework, and also included new material on employee motivation, team organization, organizational simplification and elimination of redundant links, ways to achieve core benefits and increase organizational capabilities, reorganization, better business management programs, integrated production management, and healthy (as opposed to unhealthy) corporate culture. The result is a fresh, common-sense approach to strategy implementation that is eminently in line with both the latest scientific developments in the literature and modern management practice.

The organizational structure of the company plays a very significant role in the organizational support for the implementation of the strategy. Designing a new organizational structure (the content of the management activities in step 3) is especially important because, being directly related to the other four steps, it has a serious impact on them. During the design process, it is necessary to evaluate existing system vertical and horizontal links in the organization and determine what system is needed for the most effective implementation of the strategy. Approaches to creating an effective organizational structure are very diverse, but all of them can be reduced to a certain algorithm.

Evaluation of the effectiveness of the strategy implementation can be carried out on three levels. The effectiveness of the implementation of individual strategic programs. The degree of achievement of the set strategic goals. The degree of compliance of the set strategic goals with the interests of the stakeholders.

Evaluation of the effectiveness of the implementation of the strategy is carried out at the following levels

When specific options are identified during the search, more precise, less clustered information appears, which can cast doubt on the correctness of the original choice. Therefore, the effective implementation of the strategy requires feedback.

The assessment of the actual effectiveness of the implementation of the strategy is carried out not by its developers and manufacturers of new products, but by end users. A strategy that does not ensure the competitiveness of manufactured products will not bring profit, but losses equal to the costs of developing and implementing the strategy.

One of the most important issues for the effective implementation of the strategy is to stimulate the completion of tasks of the required volume, quality, on time, without exceeding the planned costs. Of the listed criteria, the priority is quality as the most important factor of competitiveness. E. Deming's recommendations in the field of labor stimulation are interesting

Further, it is necessary to remember about the appropriate training of the persons involved and their understanding of the concept. Comprehension is achieved by fixing the topic Balanced Scorecard in the list of problems of the enterprise. At the same time, one of the possible methodological steps may be to ask the management what they expect from the effective implementation of the strategy. The second approach to understanding is to determine the position of the enterprise in the successful implementation of the strategy. Thus, the need for further action becomes clear, as well as the different opinions and assessments of the participants and those who fall into the project area.

Planning, implementation and control, discussed in the following chapters, form additional opportunities for managerial action in the direction of improving information exchange. Discussion and clarification of new plans, strategy options, goals and appointments necessary for more effective implementation of what has been planned, control of the progress of work according to the schedule, reports on the results of such control - these are additional actions subject to the head.

Orientation of the company's managers and specialists to the solution of the current urgent tasks; financial recovery of the company's subsidiaries; transfer of the company to a more efficient mode of economic activity based on the consolidation of the financial flow; providing financing for investments in new high-performance projects related to the implementation of the company's growth strategy; maintaining the necessary current and investment financing of the existing production as the only company at present and in the near future; maintaining the company's share price and dividends at a level that ensures the company's investment attractiveness.

The following conceptual statement is substantiated in the third section of the monograph. It's about about the development of a regional development strategy based on a theoretical premise is an economic product of the concept of marketing a regional development strategy, which includes a set of theories, general and special principles, technologies and marketing tools used to develop effective mechanisms for managing the processes of formation and implementation of the region's development strategy.

The foreign economic orientation of the state strategy of economic security lies in the effective implementation of the advantages of the international division of labor, the sustainability of the country's development in the context of its equal integration into world economic relations, and the prevention of Russia's critical dependence on foreign countries or their communities in life. important issues economic cooperation.

The effective implementation of corporate governance functions, as the experience of prosperous companies confirms, is possible only if it is based on an ideology built on observing the interests of all the structures that make up the company. practical tool the interests of the company and its structures is the development of a corporate product and marketing program (strategy)1.

When modeling the situation in the Kiosk problem, it has been assumed so far that a more profitable product can only be sold by direct contact between the seller and the buyer. The potential opportunities of the seller should be aimed at achieving the goal of profit. The means for this are the choice of arguments in favor of a particular product and a more appropriate sequence of their presentation. These methods of implementing a sales strategy do not require additional costs. We are talking about more efficient coverage of already incurred costs. Profit will now increase only due to an increase in the volume of sales of products that are more profitable in terms of the amount of coverage per piece or the amount of coverage per minute.

Since the 80s of the XX century, humanity has moved from the industrial to the information age. IN information age the speed of technical and intellectual progress has sharply increased, the speed of information exchange has increased many times over. These circumstances demanded adequate actions from management companies in the rapidly changing external environment. In order to respond correctly, and most importantly, in time to a particular change in the environment, it became necessary to predict it in advance. This is where strategic management comes to the rescue. A properly and thoroughly developed development strategy helps managers to prevent, avoid and solve problems that arise in the enterprise. On the other hand, a strategy developed with a number of assumptions, inaccuracies, intuitions and set goals that do not meet the requirements of the SMART concept, on the contrary, accelerates the process of the company's death. But even a well-designed strategy can lead to the death of a company if it is not implemented correctly. To effectively implement the strategy, it is necessary to prepare the company for change and regularly monitor the implementation of the strategy.

The second resource constraint may stem from the company's own level of competence. Effective implementation of a marketing mix strategy can be overwhelming for inexperienced marketing staff. Since this problem can only be limited or eliminated in the long or, at best, medium term, within a shorter period of time, marketing management must take into account the level of competence of marketing specialists in developing a strategy. The area in which this fact can make itself known in the first place is the placement. A company that lacks personnel with the necessary skills to directly sell products to end users may turn to intermediaries (distributors or sales agents) to perform this function. To understand how the opportunities associated with developing an effective marketing mix are realized, consider the history of IKEA, a Swedish furniture retailer, in box 1.4.

Transport workers make the shipment and are responsible for the delivery of the goods to the buyer. Each move from department to department is associated with queues and waiting times. Although such organizations embody the principle of Adam Smith's division of labor (each participant in the process is responsible for performing one simple operation) and allow for close managerial control (each participant in the process is responsible to the manager for the quality and efficiency of the operation), no one controls the entire process and its results11. Accurate and timely execution of orders, despite its importance for the effective implementation of the strategy, does not fall within the competence of any one person or one functional unit12.

Identification and application of the world. A strong commitment to identifying and innovating best practices is to constantly changing best practices - it is an integral work that has no end. part of the effective implementation of the strategy, especially in terms of strategically important and costly

Surveys show that some companies benefit from the implementation of TQM, while others do not5. Companies that see such programs not as an end in themselves, but as tools for more effective implementation of the company's strategy, usually win more than others. The smallest results

As already noted, when building a balanced scorecard, the priority is to identify the right

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EFFICIENCY CRITERIA OF THE STRATEGIC MANAGEMENT SYSTEM OF THE CORPORATION

K.S. Nikolaev

Quality corporate governance directly affects the fundamental factors of long-term sustainable economic growth. Firstly, adequate corporate governance, which implies the company's transparency for stakeholders, reduces the cost of its sources of financing, and facilitates interaction with the capital market. In addition, effective corporate governance directly affects the company's market value. Thus, in our opinion, in the formation or improvement of organizational mechanisms strategic management corporation must proceed from the fact that the entire strategic management system should contribute to the achievement of its main goal of long-term growth of the company's shareholder value at a rate higher than the industry average, while maintaining a reasonable balance of interests of the main stakeholders of the business. At the same time, the key organizational elements of this system, which determine its effectiveness by influencing fundamental factors, are the corporate governance system and the strategic process1.

For a corporate governance system, the following signs of its effectiveness should be studied:

¦ compliance general principles corporate governance;

¦ performance of the board of directors;

¦ financial transparency and information disclosure;

¦ observance of the rights of shareholders.

However, the presence of an effective corporate governance system is not yet a guarantee that the strategic decisions made will lead to the effective development of the company. It is necessary that the supreme management bodies of the corporation effectively interact with each other in the process of its strategic management.

Based on the analysis of the concepts of strategic management of corporations and the practice of organizing the process of strategic management of them in Russia, the following signs of the effectiveness of the process of strategic management of a corporation can be distinguished:

¦ adequate distribution of powers and responsibilities between the participants in the process;

the presence of the participants strategic process timely and complete information about the external environment of the company;

¦ availability of a system for measuring strategic results;

¦ effective motivation participants in the strategic process and company personnel to achieve strategic goals;

¦ the presence and encouragement of an entrepreneurial spirit in the company;

availability of an effective system of control over the implementation of the strategy and mechanisms for responding to unforeseen circumstances. Adequate distribution of powers and responsibilities between the participants in the process. The effective organization of the strategic process implies its consistency, an adequate division of responsibilities between the participants in the process, the availability of acceptance criteria that are clear to all participants. strategic decisions, effective communications between the participants of the strategic process. To comply with this condition, it is advisable to develop a strategic management regulation in the company, which will determine the responsibility of each of the participants in the strategic process and link the activities of all the company's management bodies into a single chain.

The participants in the strategic process have timely and complete information about the external environment of the company's activities. No strategic management process can be effective without its participants having complete, timely and adequate information about the external environment of the corporation. The main supplier of information for the strategic management process is marketing. Information system. Many companies are now creating departments strategic marketing which are engaged in the collection, processing and analysis of information necessary for making strategic decisions. Their responsibilities include conducting marketing research and studying the competitive environment, long-term trends in consumer demand, etc.

Availability of a system for measuring strategic results. Effective strategic management requires not only timely and reliable information about the company's activities, but also clarity of strategic goals and objectives for both the company's management bodies and ordinary executors of the strategy. This condition requires a clear balanced system performance indicators. This condition is especially necessary for an effective analysis of the internal state of the corporation, as well as for the implementation, control and evaluation of the implementation of the strategy.

Effective motivation of participants in the strategic process and company personnel to achieve strategic goals. Sometimes even a successfully formulated strategy is not implemented in practice, and not because of unexpected changes in the external environment, but because key personnel responsible for the implementation of the strategy is not sufficiently motivated to carry out changes. The implementation of this condition sometimes requires a complex set of measures to study the motivation of the company's personnel and ways to manage it.

The presence and encouragement of an entrepreneurial spirit in the company. An extremely important condition for the effectiveness of the strategic process is the presence of an entrepreneurial spirit in the company. This is a practically non-formalizable factor of the internal corporate culture, which is difficult to instill in a short time from the outside. However, the development of an entrepreneurial spirit in the course of systematic work is quite real. It is important that the development of the entrepreneurial spirit in the company is an unconditional priority for its management. It affects the richness and variety of strategic alternatives, the effectiveness of the implementation of the strategy. At present, in many Western countries, such a organizational mechanism as venture capital companies that contribute efficient use entrepreneurial spirit to implement projects with a high degree of risk.

Availability of an effective system of control over the implementation of the strategy and mechanisms for responding to unforeseen circumstances. It is important for the company to provide mechanisms for monitoring, regular review, and adjustment of the strategy. Such mechanisms should take into account the need to involve the board of directors in approving changes to the strategy.

Thus, the main stages of the strategic process in corporations are as follows:

¦ definition of the scope of activities and strategic settings;

¦ strategic analysis;

¦ setting strategic goals and objectives to achieve them;

¦ formulation of a strategy to achieve the intended goals, strategic choice; implementation of the strategic plan;

¦ evaluation of the results of the implementation of the strategy.

The main participants in strategic management in a corporation are shareholders, the board of directors, and the company's management. Other stakeholders have a certain influence on the strategic management process: company personnel, consumers, creditors and potential investors, suppliers, the state, social and public groups.

Strategic management in a corporation is significantly influenced by legal mechanisms, norms and business practices.

The main criterion for the effectiveness of the strategic management system is the long-term growth of the company's shareholder value at a rate higher than the industry average, while maintaining a reasonable balance of interests with the main stakeholders of the business. The key organizational factors for the effectiveness of strategic management are an effective corporate governance system and effective organization strategic process.

Literature

corporate governance shareholder staff

1. Vagin S.G. Global trends in innovation and technological development // Vestn. Samar. state economy university Samara, 2009. ? 9. S. 15-20.

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General provisions

Purpose

Performance indicators are intended to quantify the performance of an organization.

As part of a process-oriented approach, performance indicators measure the performance of business processes. As part of a business process improvement approach, performance metrics quantify the improvement in business process efficiency following the implementation of proposed changes.

Application area

The system of performance indicators is applied at various levels organizational structure organizations: from strategic management to individual technological operations.

Among the main areas of use of performance indicators, the following should be highlighted:

• Daily acceptance management decisions. When preparing a solution, performance indicators allow you to compare alternatives.
• Planning for business process improvement. Performance metrics allow you to see how the efficiency of the business process will improve as a result of the implementation of the proposed changes.
• Identification and elimination of non-value-adding activities. Performance indicators allow you to identify operations in business processes that have an unsatisfactory ratio "efficiency - costs".

Basic concepts and definitions

The concept of "business process efficiency" is integrated. A business process is effective from the point of view of a business process participant if it (the business process) satisfies the interests of this participant.

Performance indicator - a quantitative or qualitative characteristic (measure) by which the degree of efficiency of the business process is expressed.

Rice. 50. Business Process Performance Metrics

Participants in the business process

There are four classes of participants in the business process - people related to the functioning of the business process and influencing its effectiveness. Different participants have different interests in the business process, define its results and effectiveness in different ways.

Consumers

Consumers are the recipients and users of the end products and services produced by the business process. In profit-oriented organizations, consumers buy products and services, and customer satisfaction can be measured in terms of market share and market permeability. In public organizations, consumers receive products and services by distribution or for a fee at a tariff.

Suppliers

Suppliers provide materials and data as input to the process. Suppliers are interested in long-term partnerships, 100% acceptance of deliveries, greater demand and fast payment.

upstream audience

An upstream audience is defined as an entity that is not integral part process, but defining the rules, requirements, conditions, standards and budget for the operation of the process. Their interests lie in the compliance of the process with standards, goals and objectives, as well as in minimizing risk and stability.

Resource providers

Resource providers keep the process running necessary resources: buildings and structures, equipment and machinery, as well as labor.

Business process performance metrics

Compliance

Compliance indicators establish the conformity of the quality of products and processes with the relevant norms. These metrics measure the extent to which a product, service or supply meets the needs of the customer; the number of returns; adherence to procedures; test results; budget efficiency; compliance with legal and regulations; and characteristics related to safety, security and health effects.

The standard should include:

a) requirements and conditions;

b) the audience of the standard;

c) scope.

Metrics for compliance with standards affect all four categories of participants in the organization's business processes: consumers; senior management; suppliers of raw materials and initial data; resource providers. However, the most important category is the top management, as it is the main source of standards.

Fit for Purpose

Indicators that characterize the compliance of business processes with the goals of the organization, focus on the interaction of participants in the business process, as well as the extent to which this interaction allows the achievement of the goals of the business process. These metrics measure factors such as how well a product or service satisfies or even excites the consumer. Customization, flexibility, and sensitivity are examples of metrics focused on measuring whether a business process is meeting customer goals.

Metrics also measure the alignment with the goals of other participants in the business process. Senior management needs to measure the compliance of the business process with standards, rules and patterns. Raw material suppliers strive to provide processes with the most suitable (value-added) materials and inputs that satisfy the conditions for performing processes and with a minimum of waste. Resource providers are interested in ways to supply equipment and finance assets that maximize the efficiency of business processes.

Process time

Process time indicators are related to the production cycle, throughput and sensitivity. Also, time indicators allow you to indirectly estimate the cost of the process: a decrease in the execution time of a process means, as a rule, a decrease in its cost. Many leading organizations focus more on reducing business process time rather than cost. As a result, they shorten the duration production cycle which automatically leads to lower costs.

Process times fall into three categories:

• Operational time - the time spent on the transformation of materials and data entering the input of the process into final products or services at the output of the process. It is associated with the direct use of resources or factors of production for the processing of products.
• Quality time is time that includes checking, fixing bugs, identifying problems, resolving problems, maintaining quality levels, and training.
• Non-value-adding time is process time that is not operational or quality-related.

Process cost

Process cost indicators are related to the expenditure of resources within the process of producing products and services. variable costs include supplies that are used in the production of products and services, as well as factors of production such as labor, machine time, overheads integrated into the process.

Fixed costs not directly related to the execution of processes should be measured and managed directly.

Performance Matrix

For a business process, performance indicators can be represented in the form of a matrix "Performance metric * Participant in the business process" (Fig. 50). In each of the 16 cells of the matrix, 0, 1 or several indicators can be defined that characterize the effectiveness of the business process from the point of view of a particular participant and the corresponding performance metric.

Rice. 51. Performance Matrix

Performance cells

The Performance Cell Method is designed to provide a bridge between business planning, process identification and improvement. The method implemented at the enterprise provides the collection of information about the effectiveness (baseline and target) of business processes. Business process performance information is used to calculate the Return Of Process Improvement metric. ROPI is a method for evaluating and measuring the degree of process change.

Selecting Performance Cells for a Business Process

The matrix of performance indicators (Fig. 51) contains 16 cells. For each business process in the enterprise, it is necessary to determine which cells are significant and which are not.

Development of efficiency cells

To build a performance cell within the FPI, the method of planning generalized goals is used.

This method uses the following concepts:

• Generalized goal (Objective) - the desired end result or condition, expressed in measurable terms, that can be achieved while ensuring the required efficiency of one or more business or functional processes.
• Goal - a criterion by which the degree of achievement of a generalized goal is measured. Each generalized goal should have a quantitative indicator in the form of a goal.
• Strategy (Strategy) - a method or procedure for achieving an appropriate generalized goal and the implementation of a quantitative goal.
• A Strategy Performance Measure is an indicator built into a strategy that measures progress in the implementation of a strategy.
• Critical Success Factor - A business function or operation that must be completed correctly and in full.
• Key indicator ( Key indicator) - a measurement that, when evaluating an ongoing business process or individual operation, provides data that allows you to judge the progress of a business process or operation.
• Boundary conditions (Variance of limits) – boundaries beyond which key indicator loses the property of adequacy.

In table. 21 shows the structure of the efficiency cell.

Table 21 Structure of efficiency cell

The following figure shows the scheme for constructing efficiency cells.

Rice. 52. Cells of business process efficiency

Business process performance indicators

Business process performance indicators are the characteristics of that process. For the specified characteristics of the business process, the following conditions must be met:

• Business process performance indicators adequately reflect the context in which the process operates, i.e. these characteristics are linked through appropriate methods to the generalized goal of the process, key success factors, process participants, performance metrics, etc.
• Business process performance indicators should be quantifiable, i.e. for the performance indicator, it is possible to define a) a unit of measurement; b) the base value that this characteristic currently takes; c) the target value that this characteristic should take in the future.

Contradictions for performance indicators

The list of performance indicators that characterize the business process may include pairs of related indicators. Of particular interest are such pairs of interrelated indicators for which there is a contradiction: an attempt to provide the target value of one indicator of a business process by known methods leads to the fact that for another indicator interconnected with it, this becomes impossible.

In order to eliminate contradictions of this type, tools developed within the framework of the Theory of Inventive Problem Solving (TRIZ) can be applied:

• Typical techniques for resolving technical contradictions
• Selection table of methods for eliminating technical contradictions
• Techniques for resolving physical contradictions
• Standards for Inventive Problem Solving
• Algorithm for solving inventive problems
• Laws of development of technical systems

The direct application of these tools is associated with a number of methodological difficulties:

• these tools were developed to solve inventive problems that arise in technical systems, and not in business or functional processes;
• basically, all tools are focused on object representation technical system, and not on the processor representation.

Ph.D. Bandurin A.V., Ph.D. Chub B.A.

• 5.1 Strategic management performance indicators
• 5.2 Evaluation of the effectiveness of the development of teaching staff
• 5.3 Performance indicators educational organization

Strategic management performance indicators

Strategic Scorecard

Performance indicator - this is a quantitative or qualitative characteristic, which determines the degree of compliance of the results of the functioning of an educational organization with the set strategic goals and criteria.

Efficiency criterion - this is a condition or requirement that the value of indicators must meet organizational effectiveness strategic management.

The system of strategic indicators is built according to the following scheme (Figure 5.1).

Figure 5.1 - Scheme for determining indicators of strategic management

The first steps towards the definition of indicators are the definition of the strategic goals of the educational organization as a whole, the development of tasks. Strategy developers need to define a hierarchy of goals and build a tree of goals, develop targets and criteria. Such an algorithm for the development of strategic indicators is carried out throughout the educational organization and for each substrategy of a different level.

The target set of criteria for each indicator of education is a set of planned quantitative values ​​of the parameters over a certain period of time. Justification of the chosen goals, indicators and target criteria can stimulate management to improve organizational performance.

Goal indicators - these are achievement metrics that reflect progress towards a strategic goal. Since a strategy is a general, non-detailed plan of some activity covering a long period of time, a way to achieve a complex goal, the indicators of the strategy imply certain actions necessary to achieve the goal and indicate how the strategy will be implemented at the operational level. Consider indicators different stages of strategy development (table 5.1).

Table 5.1

Strategy Development Stage Indicators_

Indicators	Stages of the strategy
Global indicators		Mission statement. The mission statement explains, in one or two sentences, the status the organization seeks to achieve, why it exists, and what end result wants to achieve. The language in the mission statement is usually expressed using infinitive verbs (to increase, improve, etc.), the mission should identify any issues or conditions that will be changed.
Indicators of the specifics of an educational organization		Vision of the purpose of this educational organization throughout strategic plan. The vision contains specific characteristics or functions that will determine the future state of the organization. Strategic vision is used

Indicators	Stages of the strategy
		to motivate staff, inspire them and contribute to the achievement of the strategy.
Organization performance compared to evaluation criteria	Gap Analysis	The procedure evaluates the "gap" between the current status of the organization and the intended ideal state. The analysis determines what needs to be done to close the gap.
Indicators of PEST analysis, trends in the development of the education industry	Analysis of external	Indicators allow you to develop a detailed analysis of market data educational services, use forecasts based on current trends to see future problems or opportunities. Gathering information to develop a strategic vision and define the overall strategic goals that will guide the action plan.
Multivariate analysis indicators	Analysis of internal	Information collected by scanning internal environment is of a general nature and provides an understanding of the processes occurring in the organization.
Indicators strategies.	Development of a strategy based on SWOT and SPACE analysis data	The indicators are used as the basis for determining the strategy. Procedures allow to take into account strong and weak sides organizations and correlate them with the opportunities and threats of the external environment, determine the position of the organization in the market of educational services.
Indicators of goals, resources and time priorities	Program "Strategy of educational organization"	Indicators are used to set goals for individual programs (substrategies), the strategy of the organization as a whole, allocate resources, determine the stages of implementation of the strategy and control activities.

To global indicators relate the general strategic goal of a professional educational organization, mission or strategic concept, the desire for development and improvement, value orientations, resources. The mission reflects the sectoral orientation of educational services.

Strategic vision indicators reflect the specificity of a professional educational organization, its difference from others, the functional features of future pedagogical and organizational processes and the state of the organization in which it will be through a strategic period of time.

Organization performance compared to evaluation criteria reflect the data of internal and external monitoring, those problems, the solution of which cannot be postponed. The difference between this stage of the strategy and the analysis of the internal environment is that such work is proactive in nature and is aimed at identifying shortcomings and fulfilling the instructions of the founder to eliminate them.

Indicators of the analysis of the external environment describe the state of the organization in relation to the market of educational services and those political, economic, technological and social factors that affect the educational organization. These indicators include general trends in education in Russia.

Indicators of multivariate analysis of the internal environment reflect the strengths and weaknesses of the educational organization. The process of identifying them is caused by the need to understand what resources are not involved, where the organization has succeeded and where it has failed.

Strategy indicators - it is the data necessary for the formation of long-term development. A large amount of work on conducting SWOT and SPACE analysis will pay off with a clear understanding of what needs to be done, what actions to take. Only scientific forecasting of actions can substantiate a full-fledged strategy.

Indicators of goals, resources and time priorities - These are indicators of strategic planning. They answer the questions: what goals need to be achieved, what actions to take, what resources are available or promised for this, and within what time frame the envisaged actions need to be completed.

Among the main indicators of an educational organization, reflecting its organizational effectiveness, the following should be mentioned:

• 1 Accreditation and licensing indicators, that is, compliance with the type and type of educational organization of secondary vocational education, the degree of fulfillment of the state task and the achievement of admission targets.
• 2 Education quality indicators.
• 3 Graduate employment rates.

Table 5.2 presents the form for studying indicators fulfillment of reception check digits, broken down by year.

Table 5.2

Admission rates, broken down by years _

Such an analysis will allow tracking the dynamics of admission by various indicators and different groups of applicants. Determine what has changed over the past 3-5 years in the field of admission of applicants, trace trends and see a clear picture of the demand for the offered specialties.

The quality of education - the most important indicator success and the most important, backbone task and direction of the educational organization management system.

The quality of education is understood as a set of essential properties and characteristics of the results of education that can meet the needs of graduates, society, and employers.

The main indicator of the quality of work of a professional educational organization is employment of graduates and their subsequent professional orientation.

Setting strategy indicators is not a linear process. In order to map out which indicators are the most important, we need to consider their weight in terms of tracking those processes that are truly meaningful and transformative.

Consider the indicators of state accreditation of educational institutions of secondary vocational education, determined by the Order of the Ministry of Education of the Russian Federation dated 06-04-98 No. 875 “On State Accreditation and Certification of Educational Organizations” and correlate them with those strategic goals that can be set in a professional educational organization (table 5.3).

Table 5.3

Indicators and strategic goals of an educational organization

Indicators	Strategic Goals
Indicator 1. The structure of personnel training in the main professional educational programs of secondary vocational education.	Compliance of the personnel training structure with the type and type of educational organization.
Indicator 2. Professional educational programs educational organization in the specialties of secondary vocational education.	Compliance with the requirements of the Federal State Educational Standard in the learning process.
Indicator 3. Quality of graduate training.	High quality of graduate training, confirmed by employers.
Indicator 4. Informational and technical support educational process.	Information and technical support is not lower than in previous years.
Indicator 5. The composition of the teaching staff.	Achieving the stability of the team, high qualification of teachers, attracting part-time workers from among working specialists in the field.
Indicator 6. Educational-methodical, scientific-methodical and experimental work.	High quality of educational, methodological and experimental work, confirmed by the conclusions of external experts.
Indicator 7. Additional professional education implemented in educational institutions of secondary vocational education.	Activation of activities for the development of the system additional education meeting the requirements of the educational services market.
Indicator 8. Career guidance and selection of applicants.	Various forms of career guidance work among students and applicants.
Indicator 9. Demand for and employment of graduates.	Full employment of graduates in the labor market in accordance with the specialty or profession received.

Criteria and indicators of the organizational effectiveness of an educational organization include the following groups: productivity, quality, effectiveness, satisfaction, competitiveness (competitiveness), development (Figure 5.2).

Let us consider the performance indicators determined by scientific approaches to assessing the effectiveness of strategic management from the point of view of management researchers.

• 1 To ensure the effectiveness of strategic management, special attention is paid to innovation, quality, competitiveness, and the level of customer service.
• 2 The goal approach emphasizes the role of goal achievement as a measure of organizational performance. The success of achieving strategic goals and solving problems shows the success of the organization, that is, its effectiveness.
• 3 Systems approach. The emphasis is on the external environment of the organization and the balance between the elements of the management system: input, transformation and output. Management efficiency reflects the adaptation of the system under study to the conditions of the higher-level system of which it is a part (the industry as a whole).
• 4 The synergistic approach emphasizes the role of the effect of combining substrategies. The sub-strategies of the organization are consistent with each other, complement each other and are in harmony with respect to the time periods for which these sub-strategies are planned. The interconnection of substrategies gives multiplication of efforts during the implementation of the overall strategy.
• 5 Z.P. Rumyantseva identifies an approach to assessing and measuring the effectiveness of management in terms of basic organization models (mechanistic, focused on human resources, systemic, balance of interests) /49/.
• 6 Organizational effectiveness approach. The methods used in the organization, processes, conditions for the functioning and achievement of the education quality system are assessed, the role of the organizational structure is emphasized, the determining value is revealed organizational culture and moral and psychological climate in achieving efficiency.
• 7 Objective approach. Measuring the effectiveness of the strategy as the result and essence of the subjective-objective process of the organization's function, which is expressed in the creation, formation, specialization (in various functional areas, for example, the material base), the application and development of the potential for setting and achieving strategic goals.
• 8 Violet approach. Low costs are assessed and targeted, good quality educational services, a wide diversification of specialties, a large list of additional education specialties.

Figure 5.2 - Criteria and indicators of organizational effectiveness

Strategic management is accompanied by the consistent formation of information, cultural, economic, legal systems, which is expressed, ultimately, in a new, more rational organizational efficiency professional educational organization.

Our study is based on the assumption that theory should introduce required elements effectiveness of strategic decisions. The purpose of the proposed study is to consider a succession-positioned approach to the composition of strategic management in an educational organization, to define an extended concept organizational efficiency.

In order to achieve our goal, consider the concept validity and its implications for organizational research. Then we will show the advantages of a succession-positioned approach, both within the framework of scientific knowledge and from the point of view of strategic management. And, finally, we will offer some recommendations for evaluating the results of strategic management.

Since management is Practical activities results-oriented, the question of interest is: how does strategy affect the success of an organization? The management of the organization is directly involved in the development, choice of strategy and its implementation. It is the strategy that determines the fate of new products and entering new markets, outlines ways to merge with other organizations or takeover them, creates strategic alliances, etc. The effectiveness of the strategy, which affects the success of the organization, is determined by the following factors:

• compliance with the external environment;
• time effect;
• focus on external and internal performance;
• speed and determination.

Successful organizations are considered to be those that, in the opinion of consumers, satisfy their needs most effectively, i.e. those whose offer has competitive advantage. In turn, the needs of the market are shaped by the external environment - changes in the demographic structure of the population, the level of economic well-being, technology, politics, as well as changes in culture and values.

There is nothing more fickle than success. Business, like nature, develops according to the laws of Darwinism. According to the concept of “organizational Darwinism”, the environment determines the survival of only those companies that have managed to best adapt to change. external factors. Accordingly, success is determined by the ability of the organization to adapt and the ability of its management to develop a strategy adequate to changes in environment.

Efficiency and efficiency These are the two concepts on which any strategy is based. To be successful and achieve its goals in the long run, an organization must be productive, so efficient.

Efficiency (external performance)- This external indicator economic activities of an organization that figurative expression well-known American specialist in the field of management P. Drucker, is a consequence of the fact that "necessary, necessary things are being done." The performance of an organization is essential to its survival and success. Companies that have achieved significant success focus on satisfying some important need that exists in the environment. The essence of the indicator under consideration lies in the study of consumer demand, the reaction to its changes, as well as in innovations related to the search for new sources and means of meeting the needs of consumers. Performance as a measure of performance is difficult to quantify, especially if the organization is internally inefficient.

Efficiency (internal performance)- this is an internal indicator of the economic activity of the organization, which, according to P. Drucker, is a consequence of the fact that "the necessary, necessary things are created correctly." This indicator connects the results of activities (production volume, profit, etc.) with costs (investment of labor or assets). Therefore, efficiency is easy to measure and improve if necessary.

The two components of an organization's success - effectiveness and efficiency - essentially define the concept of "overall performance" as one of the criteria for assessing the effectiveness of an organization's strategy. To reveal the essence of this concept, we use a conditional formula of a general form:

where OP is the level of overall performance; P - the level of performance, which determines the degree of use of market opportunities; E - the level of efficiency, which determines the degree of use of internal capabilities.

The ratio of the two components of the overall performance is clearly reflected in the matrix (Fig. 1.3). The production of products, the provision of services that are obviously not in demand on the market, makes any efforts to increase the efficiency of this production meaningless. On the other hand, the production of goods in demand with a low level of efficiency (high costs, high prime cost) will lead to a decrease in competitiveness and, as a result, to a decrease in market share.

Rice. 1.3.

Hence the conclusion: for the organization to achieve the highest possible results necessary realize its market opportunities to the fullest extent and enough ensure maximum high level its internal efficiency. Despite the importance of focusing on both indicators, in terms of strategic approach to management, the organization should be first of all effective, only then - effective.

In today's dynamically developing markets and fierce competition speed and determination are important success factors for the strategy. Time becomes the main weapon in competition. Firms that develop, produce, and distribute products quickly and respond quickly to consumer demands have more market share than their slow-moving competitors, and also, on average, earn higher profits. Speed ​​is a necessary but not sufficient condition for success. Decisiveness in attracting resources for the implementation of strategic tasks is sufficient.

The success of the organization is ensured by a well-thought-out strategy and the high quality of its implementation. A formulated strategy alone does not guarantee success. Just as an aircraft with excellent engine design cannot fly if it is fueled with poor quality fuel, so an organization that develops a development strategy can fail due to errors in other managerial functions(organization, motivation, control, etc.) and / or ineffective actions. A good strategy and its skillful implementation through effective action is what is needed to achieve the intended results. You can develop a strong strategy but not implement it, or successfully implement a mediocre strategy. In both cases, the organization does not use all available opportunities. The path to success is a brilliantly executed brilliant strategy. The influence of the impact of strategy and actions on the success of the organization is reflected in Table. 1.1.

Table 1.1

Influence of strategy and actions on the success of the organization