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Development of a strategic plan for the development of the enterprise. Strategic planning methods Principles, basic models and methods of strategic planning

Essence and content strategic planning activities.
Stages of strategic planning for the development of the company.
Structure and content of strategic plans.

Essence and content of strategic planning

The current pace of change in the economy is so fast that strategic planning seems to be the only way to formally predict future problems and opportunities.

Strategic planning provides top management with:

means of creating a plan for the long term,
o the basis for making decisions that help reduce risk when decision making,
o integration of goals and objectives structural divisions enterprises.

Strategic planning is the process of developing and implementing an enterprise development strategy in the future based on predicting changes in parameters external environment, identifying priority areas for development and methods effective use strategic resources. It focuses on changes and innovations, their stimulation, is based on actions that are ahead of changing conditions. environment anticipating risks and catching opportunities to accelerate the development of the enterprise.

Differences between strategic planning and traditional forward planning:

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

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

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

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

2) creation of strategic business units at the enterprise;

3) substantiation and clarification of the main objectives of the marketing research market;

4) implementation of situational analysis and choice of the direction of economic growth of the company;

5) development of the main marketing strategy and integrated production planning;

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

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

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

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

Focus on easily adapting to changes in the external and internal environment enterprise management system;

Optimization of the time horizon for solving strategic problems;

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

Ensuring optimal decentralization in organizing planning;

Relationship between strategic and tactical planning.

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

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

2. Strategic planning does not have a clear algorithm for drawing up and implementing the plan. The goals of strategic planning are ensured by the following factors:

high professionalism and creativity of planners;

 close connection of the company with the external environment;

active innovation policy;

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

3. The process of strategic planning requires significant resources and time for its implementation compared to traditional advanced technical and economic planning.

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

5. By itself, strategic planning cannot bring results. It should be complemented by mechanisms for the implementation of the strategic plan.

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

Stages of strategic planning for the development of a company

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

Defining the mission of the enterprise (firm);

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

Analysis and assessment of the external environment;

Analysis and evaluation internal structure enterprises;

Development and analysis of strategic alternatives;

Choice of strategy.

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

Consider main components of strategic planning.

1. Defining the mission of the enterprise

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

The strategic mission of the enterprise is important for both internal and external areas of the enterprise. Within the enterprise, its clearly articulated strategic mission provides employees with an understanding of the enterprise's goals and helps to develop a unified position that contributes to the strengthening of the enterprise's business culture. Outside the enterprise, its clearly developed strategic mission helps to strengthen the integral image of the enterprise and create its unique image, explains what economic and social role it seeks to play and what kind of perception on the part of buyers it achieves.

The definition of the strategic mission of the enterprise is based on four required elements:

history of the enterprise;

 areas of activity;

priority goals and limitations;

 basic strategic aspirations.

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

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

The requirements for goals are:

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

 selectivity - goals should provide the necessary concentration of resources and efforts. In conditions of limited resources, the main production tasks should be allocated, on which it is necessary to concentrate human, financial and material resources. Therefore, goals should be selective, not all-encompassing;

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

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

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

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

Compatibility - all targets in the system must be compatible. Long-term goals should correspond to the mission of the enterprise, and short-term - long-term;

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

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

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

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

2.When decentralized method in the process of structuring, along with top management, all lower levels are involved.

From the point of view of goal justification technology, the algorithm for their structuring includes four successive stages:

Identification and analysis of trends in the external environment;

 Establishing the final goals of the company;

 building a hierarchy of goals;

 setting individual (local) goals.

3. Analysis and assessment of the external environment

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

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

The state of the economy

Legal regulation,

Political processes, natural environment and resources,

The social and cultural components of society,

Scientific and technological level,

Infrastructure, etc.

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

Suppliers of resources and consumers of its products,

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

competing companies,

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

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

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

The internal environment is investigated in the following areas:

Research and development,

Production,

Marketing,

Resources,

Product promotion.

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

SWOT analysis method,

Thompson and Stickland matrix,

Matrix of the Boston Advisory Group, etc.

The most common method for studying the internal environment of an enterprise is the SWOT analysis method. It can be carried out from 1-2 hours to several days. In the first case, conclusions are drawn on the basis of an express survey, in the second case, on the basis of studying documents, developing a model of the situation, and discussing problems in detail with stakeholders. Wherein quantification strengths and weaknesses allows you to prioritize and, on their basis, allocate resources between different areas of economic growth. Next, they formulate the problems that can arise with each combination of strengths and weaknesses of the enterprise. So get the problem field of the enterprise.

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

5. Development and analysis of strategic alternatives

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

1. what activities to stop,

2.what to continue,

3.Which business to go to?

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

Achieving leadership in minimizing production costs;

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

Fixing a certain market segment and concentrating the firm's efforts on this segment.

6. Choosing a strategy

To make effective strategic choices, leaders top level must have a clear, shared by all concept of the development of the company. Therefore, the strategic choice must be definite and unambiguous. At this stage, from all the strategies considered, one should be chosen that best meets the needs of the company.

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

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

Structure and content of strategic plans

The concept and content of the strategic plan of the organization

The main document of strategic planning in the enterprise - strategic plan. His structure could be the following:

Foreword (summary);

1.Goals of the enterprise

2. Current activities and long-term goals

3.Marketing strategy

4. Usage strategy competitive advantage enterprises

5. Production strategy

6.Social strategy

7.Strategy of resource support for production

8.Strategic financial plan enterprises

9.R&D strategy

10.Strategy of foreign economic relations of the enterprise

11. Management strategy

Application.

The preface characterizes general state enterprises:

 types of manufactured products, their significance in terms of competitiveness, quality and safety of use,

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

a brief description of resource potential,

Key indicators of technology, organization, management.

The preface should be short, businesslike, specific. It is developed last, after substantiation of all sections of the strategic plan.

1. In the section "Goals and objectives of the enterprise" they formulate the goals of the enterprise, determine its organizational and legal form, charter and features.

The most significant in market conditions- financial goals:

Volume of sales;

The amount of profit;

Sales and profit growth rate;

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

The ratio of profit to sales volume.

2. In the section "Current activities and long-term tasks":

reveal organizational structure enterprises,

 characterize the manufactured goods, their competitiveness in specific markets,

 show the company's connections with the external environment, verified partners,

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

3. Section "Marketing strategy" includes the development of the following components.

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

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

social protection of employees - it is advisable at the enterprise to establish additional compensations for employees, pensioners, mothers at the expense of profits, to provide employees with products and goods of prime necessity and increased demand.

7. In the section "Strategy of resource support for production" highlight:

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

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

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

8. In the section "Strategic financial plan of the enterprise" form and determine the use of financial resources to implement the strategy of the enterprise. This allows you to create and change financial resources, determine their rational use to achieve the goals of the enterprise in changing conditions. The development of a financial strategy should be preceded by a deep economic analysis activities of the enterprise, including the analysis of economic activity and the determination of its financial capabilities.

9. In the section "R & D strategy" consider the activities of the enterprise aimed at creating new technologies and types of products. This section highlights the following components:

1. Technological forecasting and planning.

2. R&D structure.

3. R&D management.

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

When developing a strategy, capturing changes in the internal and external environment in a timely manner allows you to reduce losses or gain benefits based on response actions. special role in the capture mechanism takes Information system, which should be the same for the entire control system.

Reformulation is the process of revising the goals and developing an adjusted strategy for the development of the enterprise. However, reformulation is not a strategy-making process, because it does not affect all elements of the strategy, but only corrects it.

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

Applications usually contain the following materials:

Characteristics of competitors;

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

Initial data for calculations;

Explanatory notes, etc.

The given composition and content of sections strategic plan exemplary. At a particular enterprise, managers, taking into account the recommendations of the planning guidelines, independently build a strategic plan.

Strategic planning is based on the concept of strategy. It reflects the main goals of the company, such as expanding market share, growing profits, conducting advanced scientific and technical research, ensuring high competitiveness.

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

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.

Strategic planning is a tool by which a system of goals for the functioning of enterprises is formed and the efforts of the entire team of the enterprise are combined to achieve it.

The difference between strategic planning and operational, long-term and long-term planning is the limited time frame. For example, operational planning developed for a period from one day to a month. Here, the activity is aimed at ensuring coherence and consistency in the work of all parts of the enterprise for the production of competitive products of a given quality and volume. Long-term planning - a plan for a period of 10-20 years, provides for a long-term forecast, that is, the development of the enterprise in the future. Long-term planning is a process carried out by the leaders of an organization in order to determine long-term (usually 3-5 years) goals for the enterprise. In general, it can be noted that if long-term planning focuses on setting the company's goals, strategic planning determines the most appropriate ways to achieve these goals.

Strategic planning has replaced long-term planning. Its advantage was that the space of activity of an organization, an enterprise has become more voluminous, since along with elements of the internal environment on which traditional forms of planning are based, strategic planning includes such aspects as economic, political and social factors, customer needs, competitors' actions, scientific and technological changes, etc.

In the process of developing strategic planning, a large number of methods and models have been created strategic analysis, formal ways of solving problems. Currently, strategic planning has taken its place in a number of management functions, in many respects it has acquired a new content.

Keywords

METHODOLOGY / STRATEGIC ANALYSIS/ COMPETITION / VALUE CHAIN/ SWOT ANALYSIS / STRATEGY OF THE ENTERPRISE / STRATEGIC PLAN/ METHODOLOGY / STRATEGIC ANALYSIS / COMPETITION / VALUE CHAIN / SWOT-ANALYSIS / BUSINESS STRATEGY / STRATEGIC PLAN

annotation scientific article on economics and business, author of scientific work - Gaiduk Vladimir Ivanovich, Takaho Eldar Yeristemovich

The principles and methods of strategic planning are given. Researched toolkit strategic analysis, development enterprise strategy And strategic plan. In the implementation of the strategic planning process, the development of an enterprise development strategy, an analysis of the internal and external environment was used: PEST analysis, M. Porter's five forces model, management survey, analysis " value chains» M. Porter and system management analysis McKinsey CVP-analysis (Cost Volume Profit; cost volume profit), SWOT-analysis. Based on the analysis of the internal and external environment carried out at the enterprise, as well as the SWOT analysis, it is proposed enterprise strategy. Among all the methods of portfolio analysis in the framework of strategic planning, the authors distinguish three of the most well-known: the method of the Boston Advisory Group (BCG); McKinsey model; ADL/LC model (concept life cycle). A comprehensive strategic plan, as well as the system of its implementation and management, since the previously developed strategy is a generalized idea of the direction of the organization's development. The research conducted by the authors is based on the use of the following groups of methods: program-targeted; economic and mathematical methods (simulation modeling of queuing systems; theory production functions; dynamic modeling) and network planning methods

METHODS AND TOOLS OF STRATEGY PLANNING

The principles and the methods of strategic planning were shown in the article. We have the tools of strategic analysis , strategy development and enterprise strategic plan . In the implementation of the strategic planning process the strategic development of the company we use the analysis of internal and external environment: PEST-analysis, five forces model of Michael Porter, administrative examination, analysis of the “value chain” by M. Porter and system management analysis of Mc Kinsey CVP-analysis (Cost Volume Profit), SWOT-analysis . On the basis of the analysis of the company’s internal and external environment, as well as the SWOT-analysis , we have proposed a business strategy . Among all the methods of portfolio analysis in strategic planning, the authors identify three of the most famous ones: the method of the Boston Consulting Group (BCG); model of McKinsey; Model of ADL / LC (a concept of life cycle). We have also substantiated a comprehensive strategic plan, as well as its system implementation and management, because the previously developed strategy was a generalized idea of the direction of the organization. The research made by the authors was based on the use of the following groups of methods: target program; economic-mathematical methods (simulation of queuing systems, theory of production functions, dynamic modeling) and methods of network planning

Strategic planning methodology

http://www. strategy. *****/strategy2.htm - Strategic planning International Institute Pitirim Sorokin and Nikolai Kondratiev (Minsk)

Let us briefly formulate (Fig. 1) the main provisions of the modern methodology of strategic planning.

Rice. 1. Methodology of state strategic planning (SP)
1. Mission of strategic planning. The purpose of the state strategic planning, its mission is to choose a system of strategic priorities for socio-economic, innovative-technological, environmental and territorial development (of the region), which will provide the optimal trajectory of dynamics for the future, taking into account real conditions and restrictions (internal and external), and determine a set of means, ways, resources for moving along this trajectory in the long term (medium term).

In this definition, attention should be paid to the following points:

interconnected system of priorities

real

optimality

balance

financial resources

2. The horizon of the strategic plan. The prospects for which the strategic plan is designed should be sufficient to successfully solve major problems associated with the change of generations of models, generations of equipment and technological structures, changes in the trajectory of economic, environmental and territorial dynamics. From this point of view, a long-term strategic plan of 20-30 years is optimal. At the same time, it is obvious that achieving long-term goals requires certain, shorter stages that have their own characteristics (for example, at different phases of economic cycles). Therefore, the long-term strategic plan is combined with the medium-term one (for 5-10 years), which allows you to periodically push back the horizon and, if necessary, adjust the set of priorities and general indicators. Consequently, strategic planning, as in its origin in Russia (in the USSR), should be of a two-stage nature, combining a more general long-term perspective with a more detailed medium-term one. In this sense, strategic planning is continuous and undulating, as life itself is continuous and undulating. Rejection of long-range goals, long-term goals and priorities leads to strategic blindness, to the fussy action of the authorities by the method of "trial and error", to the goal of strategic mistakes, for which the country and the population are paying.

3. Object of strategic planning. Usually, the object of state strategic plans is the development of the economy, its main parameters are GDP growth rates, inflation, investments, etc. However, here, as in forecasting, a civilizational approach is needed, taking into account the interconnection and interaction of all elements of the structure of civilization, elements of its genotype . The trajectory of economic dynamics depends primarily on primary factors and constraints - demographic (changes in the size and structure of the population, its level of health and education, unemployment and migration) and natural and environmental (provision of development and livelihoods with the main types of natural resources, the level of environmental pollution and other environmental restrictions); And. in addition, the economy itself is not an end in itself, but only a means of ensuring the level, quality of life and security of the population; this is the highest final goal existence and functioning of the state. Economic dynamics is directly determined by technological dynamics, innovative and technological renewal of resources and production priorities in the process of changing generations of equipment and technological patterns. The economy itself as an object of strategic dynamics is multifaceted - it cannot be reduced only to a change in GDP, one should take into account many other generalizing indicators and processes - the rate of change in levels and the ratio of prices and inflation, the dynamics and disproportion of real incomes of different groups of the population, the level of development (volume) and the orientation of civilizations, institutional transformations, the functioning of the financial and credit mechanism, foreign economic relations, etc. In addition, it is necessary to take into account what impact on economic dynamics will have a state-political factor and a factor of spiritual reproduction (development of science, education, culture, ethics and ideology).

Consequently, the strategic plan should cover the entire structure of civilization - demographic and natural-environmental, technological and economic, state-political and socio-cultural factors. However, the degree and forms of influence on each of these groups of factors are not the same - if some of them are the object of the direct influence of the state, then others (demographic, state-economic, sociocultural groups of factors) can only be indirectly influenced, taking into account at the same time their reverse effect on the economy.

4. Accounting for cycles and crises. The long-term horizon of strategic planning requires taking into account the inevitable fluctuations in economic, cyclical and other dynamics in the phases of cycles - both medium-term (an average of ten years) and long-term, half a century (Kondratieff). It is necessary to assess in advance when the next crisis will come, to determine its diagnosis, nature, consequences, limitations, and to integrate anti-crisis programs into the strategic planning system. In this case, both internal and external cyclic fluctuations, which may not fully coincide in time and nature, should be taken into account. In the context of globalization and openness, economies can arise suddenly and lead to large shocks and negative consequences. It is necessary to have at the ready a standard set of tools and methods for responding to a crisis in order to put them into action as soon as the crisis becomes apparent, adjusting, if necessary, the indicators and balances of medium-term and long-term strategic plans.

5. Indicative nature of strategic plans. Due to the above factors, as well as the mixed nature market economy, one should avoid excessive directiveness of generalizing indicators (indicators) of strategic plans, their excessive detailing, so as not to end up in the position: "It was smooth on paper, but forgot about the ravines." Indicators should be orienting for independent producers, holdings, regions, municipalities. An object for executive authorities, the public sector of the economy, generalizing indicators of the strategic plan should be mandatory. They must be approved by the legislature, and their implementation must be accounted for. Otherwise, the strategic plan will be only a subjunctive sum of good wishes, a "cloud in the pants" covering up the inefficiency and irresponsibility of state officials and top managers hired by the state.

6. Balance method. In order for strategic plans to be real and feasible, and not the fruit of violent fantasies and voluntaristic aspirations, they must be based on a system of long-term balances - both in terms of the main types of resources (labor, natural, energy, raw materials, financial), and in terms of distribution and use public product in accordance with the input-output (input-output) methods proposed by the Nobel laureate Vasily Vasilyevich Leontiev and developed in a multidimensional reproduction-cyclic macromodel. Each stage of strategic planning must be accompanied and verified by balance calculations. The model system should also be ready to carry out multi-step calculations of their factors and consequences in case of unexpected possible manifestations of disturbances and justify the necessary adjustments to indicators (indicators) and balances of strategic plans.

7. Multilevel nature of strategic plans. The socio-economic system is multidimensional and multi-level, it is divided for various reasons - according to national economic complexes and industries, regions and municipalities, according to economic structures, has extensive and rapidly growing ties with foreign countries, world market. Therefore, a mechanism based on the principles of coordinating the strategic plans of different subjects and hierarchical levels is needed: federal, regional and municipal; national and international; state and corporate, etc. Multidimensional coordination of interests should be carried out both in the development of a strategic plan and in its implementation. We need openness of this process; closeness plays into the hands of non-professionals, or officials and businessmen pursuing their own selfish interests.

8. Professionalism of strategic planning. Of the above characteristic features strategic planning, it is obvious that high-class professionals should be involved in it. Non-professionalism, lack of executors and decision makers (decision makers) of strategic thinking, scientific training and professional skills lead to major and sometimes tragic mistakes and miscalculations. I recall the warning of I. Krylov: "The trouble is if the pies are baked by the shoemaker, and the boots are made by the pieman." It is necessary to provide training, retraining, advanced training, internships, continuous distance learning for civil servants (especially high ranks) and top managers of science, art, and strategic planning.

9. The legislative framework strategic planning. The strategic and innovative function of the state is the most important and most complex, and it must be legislated. Until now, there is no federal law on strategic planning, and its elements, presented in the Federal Law of July 20, 1995, are not actually implemented, or are not implemented on time by the highest executive authorities. We need a basic federal law that defines the goals, structure, and development procedure. Consideration and implementation of long-term and medium-term strategic plans, monitoring of their implementation and responsibility for non-fulfillment. The concept of such a law has been developed and submitted for public discussion (website www. strategy. *****).

Let's consider some of the provisions of the theory and methodology of strategic planning, set out in the textbook "Forecasting and Strategic Planning of Socio-Economic Development".

Principles and forms of strategic planning

Strategic planning in general is the process of determining the goals of the organization (socio-economic structure) and their changes, as well as the resources needed to achieve them, and the policy aimed at acquiring and using these resources1.

The above definition has developed as a generalization of the experience of strategic planning in large organizations(in corporations). The further presentation of the techniques and principles of strategic planning bears the stamp of this experience, although it will strive to reach the level of their applicability to larger and more complex structures, such as national and regional economies. And the main question of the applicability of the relevant principles is the degree of adequacy of the conditions strategic development organizations(corporations) and macrosystems.

There are four main components that determine the content and features of strategic planning and management in relation to the socio-economic system: goals And facilities their achievements time(horizon) of decisions and spatial system structure. The key component in strategies is, of course, the goals of the system (organization), which, however, will mean little in practice if they are considered in isolation from the other three components.

Usually allocated general purpose development of an organization (system) is the broadest decision taken by an organization (or government) in the framework of strategic planning. Choosing a general goal means defining or clarifying missions organizations (systems). The mission generally characterizes what the organization is, why the latter exists and what is its unique place in the development space. For a country (region), the concept of a mission is, of course, not entirely appropriate; here it is better to operate with the concept of a general goal.

Once the overall goal of the organization (system) is defined, sub-goals and overall objectives can be selected. They can have a quantitative and qualitative form, but they must be sufficiently extended in time (sustainable) character. Formulated on the basis of goals and subgoals tasks are specific, time-bound outcomes that the organization intends to achieve in the course of implementing its strategy. In this vein strategy organization (system) appears as a general direction in which to look for ways to achieve goals.

Applied to economic organization the substantial result of strategic planning is considered to be such changes in its appearance and functioning:

reaching new levels of R&D and territories; market approval of new types of products; diversification of the portfolio of products and services; mergers and acquisitions of firms; reorganization and redistribution of powers and responsibilities within the organization; curtailment and liquidation of unprofitable productions; design and creation of new capacities; organization of staff training; creation of new markets.

It is quite obvious that for a socio-economic system (national economy, region, etc.) the range of substantive target characteristics of strategic programs should be different, broader in functions and less detailed. But the general meaning strategic approach to the prospects within the framework of macrosystems is in many respects close to what is realized in the course of the strategic management of successful corporations. The main thing is to move away from a purely situational response to changes in the environment and move to a proactive response, which provides for the early activation of new factors capable of purposefully changing the environment itself to one degree or another.

Strategic planning at the level of the socio-economic system can be successful provided that a balanced attitude to the real possibilities and contradictions of the principles of strategic planning and management is taken into account.

First, strategic management is not only and not just a pre-composed plan, it is also type (model) of behavior. The world is too complicated, so the detailed building of a strategy in relation to the socio-economic system from the first step to the end is meaningless, if it does not mean the constant concretization of strategies and the transposition of part of the targets into the form of indicative plans and specific projects. Strategies should be developed gradually, step by step, as the bodies (personnel) of strategic management are "trained" and ideas that have not justified themselves are cut off.

Secondly, success comes when the strategy is designed and directed top management organization (in relation to the national economy - the head of state or government). Therefore one of key principles consists in the performance of strategic planning functions by the top managers themselves. As important as the role of professional planners in the strategic planning process is, they are not the makers of strategies, they are essentially nothing more than helpers. At the same time, the real employment of top management is usually such that its role as an architect of strategies often comes down to only approving strategy options, and not to "building" them. In addition, the roles and interests of political leaders are very different from the roles and interests of business leaders: the motivation of politicians is largely tied to election cycles. Therefore, the subjects of responsibility for strategy on the scale of socio-economic systems should be associated with public interests and democratic control in a historical manner. Creating mechanisms for responsible participation in the strategic process of experts and professional planners, on the one hand, and top management, on the other, is one of the most difficult problems of strategic planning at the macrosystem level.

Third, strategic processes in socio-economic systems are complex combination ensure readiness for big change And stability factors. In a strategically oriented system, senior management must be able to maintain balance and order, ensure the overall effectiveness of the structure, and at the same time, it is necessary to be innovators, reform the organizational structure, adapt, respond, learn. Therefore, in serious works on strategic management, strategy is presented as a concept associated not with change, but with stability. It is the desire for sustainability and permanence that drives organizations to develop and implement strategies2.

Fourth, the cost and time spent on the formation of strategic plans should be sufficient, but not too large. "Nature itself strategic decisions, allowing the planner not to rush to make a choice, can contribute, - W. King and D. Cleland note, - to a delay in making a decision until additional information is received. And since no information can be considered sufficient, there is a danger that strategic decisions will not be made at all. 3 Therefore, excessive enthusiasm for scientific-intellectual development of strategies and justifications for plans can create “management paralysis” due to the very tendency to analytics.

Development and periodic updates of the Concept of the country's socio-economic development are provided federal law RF "On State Forecasting and Programs for the Socio-Economic Development of the Russian Federation" dated January 1, 2001. However, in practice, such a concept is not developed or published.

The introduction into regular practice of procedures for the development of strategic plans for the socio-economic development of the country based on long-term forecasts is connected at the present stage with overcoming biases that have developed among a significant part of the Russian "elite" in interpreting the issues of compatibility of "strategic plans and programs" at the macro level with a market nature economic system. These biases, which gave rise to the primitivization of the postulates taken as the methodological basis of market reforms, can be explained (and justified) to some extent in a retrospective manner by the transience of events at that time and the costs of a sharp political struggle, but further persistence in this matter cannot be allowed, no matter how sophisticated arguments from the field of theories of "denationalization", etc., are not given by the adherents of the "clean market".

"Today - for the first time in a long time - we can predict our life not for several months, not even for a year, but for decades to come," the president emphasized in his message to the Federal Assembly of the Russian Federation dated 01.01.01. This important statement is evidence of radically changed conditions for the transformation of our economy and at the same time an indicator of the increased maturity of the conceptual vision of the mechanisms of the country's strategic development.

1 Strategic planning and economic policy. M.: Progress, 1982. S. 26.

2cm.: Lampel J. Schools of strategies / Per. from English. St. Petersburg: Publishing house "Piter", 2000. S. 303.

3 Strategic planning and economic policy. - M.: Progress, 1982. S. 145.

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).