Implementation of the strategy

Definition of strategy

Analysis of strategic alternatives

Management Surveystrengths and weaknesses

Strategy evaluation

Mission Definition

Definition of the scope and mission of the business

Mission type, scale of activity, differences from competitors, - leaving without attention the prospects for business development. The mission details the status of the enterprise and provides guidance for the development goals and strategies at various organizational levels.

The wording of the Ford company's mission is "providing people with cheap transportation", and McDonald's - "fast food" are well-known.

1.Definition of the mission of the organization.

Mission - this is a business concept that reflects the purpose of the business, its main goal. The mission characterizes only the "real" organization: type, scale of activity, differences from competitors, - leaving without attention the prospects for business development. This focuses on the consumer, not on the product, suggests an answer to the question: "What benefit can the company bring to consumers, while achieving greater success in the market?" The mission details the status of the enterprise and provides guidance for setting goals. and strategies at various organizational levels, the principles of its work are declared, and a description of the most important goals of the organization is given.

2. Determination of the company's goals.

The mission forms the foundation for setting the goals of the entire organization, as well as its departments and functional subsystems (marketing, production, finance, personnel, etc.), each of which sets and implements its own goals, logically arising from the overall goal of the enterprise.

Goals is a specification of the mission of the organization, this is the end state, the desired result that any organization seeks to achieve. Goal requirements:

clear time frames for which goals are set;

concreteness of the content and the real achievability of goals;

consistency and consistency with other goals, as well as with the resources required to achieve them;

targeting and the possibility of exercising control during the implementation of goals.

In general firm environmental analysis - it is the process of monitoring the organizational environment and confronting present and future threats and opportunities that may affect a firm's ability to achieve its goals.

Organizational environment is a set of factors of the external and internal situation that can help move the organization forward to achieve its goals. It should be noted that, despite the difference in procedures, the purpose of the firm's environmental analysis(organizational environment) - to identify what measures need to be taken so that management can respond in a timely manner to external and internal impulses to increase its success.

Management survey of the internal strengths and weaknesses of the organization

The internal environment of an organization is the source of its lifeblood. It contains the potential that enables the organization to function, and, consequently, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of an organization if there is no effective mechanism for its functioning.

The study of the internal environment, as well as the study of the macro- and immediate environment, should be aimed at revealing the opportunities and threats that are hidden within the organization. It is the study of the strengths and weaknesses of an organization. Uncovered strengths serve as the basis on which the organization relies in the competitive struggle and which it must expand and strengthen. Weaknesses should be the subject of close attention from management. This process is called management survey. It is a methodical assessment of the functional areas of the organization, designed to identify its strategic strengths and weaknesses.

The survey includes features such as marketing, accounting, operations, production), human resources, culture and image of the organization.

Exploring strategic alternatives

The development of a strategy is carried out at the highest level of management and is based on the solution of the above tasks. At this stage of decision-making, the manager needs to evaluate alternative ways for the organization to operate and choose the best options to achieve its goals. Consider the most common, proven in practice and fairly widely covered types of strategies of firms, which are sometimes called basic or reference.

DEFINITION OF THE STRATEGY OF THE ENTERPRISE

The strategy selection process includes the following main stages:

clarification of the current strategy;

formation of strategic alternatives;

choice of enterprise strategy and its evaluation.

IMPLEMENTATION OF THE STRATEGIC PLAN

Strategic planning becomes meaningful when it is implemented. Once an underlying overall strategy has been chosen, it must be implemented by combining it with other organizational functions. An important mechanism for linking the strategy is the development of plans and guidelines: tactics, policies, procedures and rules.

Tactics are specific short-term strategies. Politics provides general guidelines for action and decision making. Procedures prescribe actions to be taken in a particular situation.

The final result of the functioning of the company largely depends on the effective implementation of its strategy. Successful leaders are always inextricably linked issues of formulating and implementing strategy.

Organizationally strategy implementation process can be represented as a step-by-step model:

Determination of the level of changes that the enterprise must go to implement the adopted strategy;

analysis of formal and informal structures of the organization;

analysis organizational culture enterprises;

choosing the right approach to implement the strategy;

actual implementation of the strategy and evaluation of the results.

Strategic plan evaluation

The evaluation of the strategy is carried out by comparing the results of work with the goals. The evaluation process is used as a mechanism feedback to adjust the strategy. To be effective, evaluation must be conducted systematically and continuously. A properly designed process should cover all levels - from top to bottom. When evaluating the strategic planning process, five questions should be answered:

1. Is the strategy internally compatible with the organization's capabilities?

2. Does the strategy involve an acceptable level of risk?

3. Does the organization have sufficient resources to implement the strategy?

4. Does the strategy take into account external dangers and opportunities?

5. Is this strategy the best way to use the organization's resources?

Strategic management process is a set of consistent actions aimed at achieving the goals of the organization, allowing optimal use of the existing potential and flexible response to the conditions of a dynamic, uncertain external environment.

Currently, there are five main stages of strategic management:

1. Determining the scope of activities and formulating the mission of the organization.

2. Setting long-term and short-term goals for the organization's activities based on the mission.

3. Development of a strategy for achieving the goals of the organization.

4. Implementation of the organization's strategy.

5. Monitoring the implementation of the strategy, assessing its effectiveness based on the results of the organization's activities and introducing corrective actions.

The relationship between the stages of strategic management is shown in fig. 4.1.

Rice. 4.1. Strategic management process

The process of strategic management begins with the definition of the scope of the organization and the formulation of its mission. Further, the setting of strategic goals for the levels of management in the organization is carried out.

The strategy development stage consists of three sub-stages:

- the first sub-stage - analysis of the external environment;

− second sub-stage - analysis of the internal environment;

- the third sub-stage - the formation of strategic alternatives and the choice of the most acceptable option.

The implementation of the strategy goes through five stages:

− comparison of the chosen strategy and the environment of the organization;

− determining the level of change required to implement the strategy;

− adaptation of the organization's environment to the strategy;

− choice of approach for implementing the strategy;

− implementation of strategy measures.

The effectiveness of the implementation of the strategy is evaluated at the control stage, and, if necessary, changes are made to the previous stages.

Since the conditions modern business are extremely dynamic, this process is continuous and is a constantly renewing cycle with intense feedback, which are shown in Fig. 4.1 with dotted lines.

Strategic decisions are never final and are subject to constant adaptation to ongoing changes. But this does not mean that the strategy should be reviewed almost daily. Such a situation would be a sure sign of poor management quality and, moreover, unsafe, as it will inevitably cause organizational disorder, staff disorientation and other negative factors.

However the stability of the strategy is relative: managers have no right to ignore unforeseen events, new opportunities, unexpected threats, other fundamental changes. In addition, managers do not have the right to avoid overdue adjustments, as well as limit the adoption strategic decisions formal planning regulations.

When considering the process of strategic management, it is necessary to take into account that the boundaries between the stages are rather conditional and most significant is not the separation of stages and the formal sequence, but their integration and interrelationships.

For example, setting specific strategic goals certainly benefits from the certainty of business prospects. On the other hand, goal-setting and strategy selection, in turn, stimulate the further development of conceptual ideas about the place of the organization in business, the main directions of its activities, fundamental guidelines, standards of behavior, etc. Practical experience in implementing a strategic plan can radically change all components of the plan (and the overall concept, and intended goals, and chosen strategies).

At the same time, it should be noted that the relative importance of the stages varies depending on the specific organizational situation: the creation of a business or its stable development. For example, an organization that is still looking for or seriously updating its strategy may require intensive repetition of the first three phases to obtain an acceptable result, while for an organization "drifting in line" with an established strategic plan, it is more relevant to search for rational methods of its implementation and current adjustments.

The above features of the stages of the strategic management process have led to the fact that in the literature there are different points of view on the content of the stages, each of which has the right to exist, but it should be remembered that in order for strategic management to be effective, it is necessary not only to know the essence of each of its stage, but also remember their close relationship and interdependence.

So, at the first stage of strategic management, first of all, it is necessary to determine the scope of the organization.

This implies:

– determination of the satisfied need;

– identification of consumers;

– determining how to meet the needs of specific consumers.

In other words, in order to determine the scope of activity, it is necessary to answer the questions: What? For whom? How do we produce?

The modern organization, on the one hand, has the freedom to choose the direction of its economic activity and their ratio. On the other hand, certain limitations are possible. One of the most obvious patterns in the choice of directions of their economic activity, for example, for large companies, is a wide diversification of activities.

Initially, an industrial enterprise had a simple and very understandable profile: metallurgical companies belong to metallurgy, automobile companies belong to the automotive industry, etc. Already in the second half of the 20th century, most of the largest corporations in the world were diversified companies. Russian companies also have similar trends today.

An important step in determining the direction of the organization is the formulation of its social purpose or mission.

Mission of the organization - this is the main socially significant functional purpose of the organization expressed verbally in the long run (in addition to making a profit).

Literally, this term means “a responsible task, role”, that is, a business philosophy.

1) satisfied needs;

2) product characteristics;

3) main consumers;

4) sales markets;

5) scope of activities,

6) technology;

7) the culture of the organization;

8) competitive advantages;

9) business growth prospects.

At the same time, the mission focuses on the consumer, and not on the product, since the mission (philosophy) of the business is most often determined taking into account the consumer interests, needs and requests that are satisfied by the business. Therefore, the definition of a mission is closely related to marketing and involves answering the question: “What value can a company bring to consumers while achieving greater success in the market?”

When formulating a mission, it must be borne in mind that it has a broad and a narrow content.

Broad interpretation of the mission allows you to reveal all the advantages of the organization, but it is too long and difficult to perceive.

In the narrow sense of the mission seen as a stated statement as to why the organization exists. In this case, the mission statement should be a bright, concise, dynamic construction that is easy to understand (often this is a slogan).

An analysis of Russian reality shows that the leaders of many enterprises also seek to define the mission of their business.

For example, the Chelyabinsk bakery "Mary" has the following mission: "Bread for the people at any time of the year"; well-known slogan-mission of one of the operators cellular communication: "TELE2 - always cheaper"; mission of Inkombank: "We save your time and money."

Oneximbank: "I'm not subject to the elements"; Aviation complex Sukhoi: "We strive to produce competitive and high-quality military and civil aircraft that meet the modern needs of the global market and the demands of the domestic state order."

Here are examples of the mission statements of foreign firms:

Xerox's mission statement perfectly demonstrates the business's growth prospects: "From Copier to the Office of the Future."

In the mid-1970s, Polaroid defined its mission as "Developing and promoting fast photography to meet the needs of wealthy families for love, friendship, good memories and humor."

McDonald's did it this way: "Providing hot, delicious food in a clean restaurant for a reasonable price."

When analyzing and discussing the prospects for the development of an organization and its strategy, discussions about the mission have great importance, as they help managers and other employees to get a wider panorama of the business, they allow you to look at the activities of the organization "from a bird's eye view", without which long-term competition is unthinkable.

The mission of the business is of great importance for communication within the enterprise and outside it (Fig. 4.2).

On the one hand, the mission allows employees of the company to better understand its activities, managers - to have long-term guidelines.

Rice. 4.2. The role of the mission in the communication process

In order for the mission to become acceptable to the staff of the organization and motivate its activities, the following conditions must be met:

1. Create continuity between the old values ​​and the new ones.

2. Think over a system of changes in training programs, stages of distribution of new instructions.

3. Make a change in the individual settings of the team members. Moreover, it is very important who will be the first to change the settings. These should be people who are socially significant for this team - not necessarily formal leaders. "Pioneers" must have a strong internal energy (charisma) capable of capturing at least some part of the least inert employees.

4. From a change in individual attitudes, one must follow to a change in individual behavior and the behavior of groups. IN new game there can be no observers, only participants.

5. Explain to the team the need for innovation.

On the other hand, the mission contributes to bringing information to shareholders, consumers and suppliers, that is, the immediate environment of the company.

This is a twofold purpose of the mission. Choice
a narrow mission, taking into account only the prospects for the production and sale of goods, can limit the horizon of the organization's development, lead to the fact that business opportunities will be missed.

So, the mission can be effective only if the following conditions are met:

- the implementation of the mission will really help the organization become better;

- it concentrates the true vision of the future of the organization;

shared by the majority of the organization.

Things are governed by their ends;
then the deed is called great, which has a great goal.

A. P. Chekhov

If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then the specific final states that the organization strives for are fixed in the form of its goals.

Target- this is a quantitatively or qualitatively expressed desired state of the object of strategic management.

Goals are the starting point of planning, underlie the construction of organizational relationships. The motivation system used in the organization is based on the goals. Finally, the goals are the starting point in the process of monitoring and evaluating the results of the work of individual employees, departments and the organization as a whole.

The correct goal setting in the face of tougher competition is of key importance, since in the case of formulating a false goal (without the necessary justifications), the losses at the stage of its implementation can be hundreds or even thousands of times greater than the savings obtained earlier.

Goal setting process V various organizations has its own characteristics. In some organizations goal setting is completely centralized, in others there is a decentralized goal setting scheme. There is also a compromise option for setting goals, which is intermediate between full centralization and decentralization. Each option has its own advantages and disadvantages, its own implementation features.

When complete centralization when setting goals, they are all determined by the highest level of management of the organization. With this approach, all goals are subject to a single orientation. This is a definite advantage. A significant drawback of this option is that at the lower levels of the organization there may be rejection of the established goals and even resistance to them.

When decentralization in the process of setting goals, along with the upper level, lower levels of the organization also participate. There are two schemes for decentralized goal setting. In the first scheme, the goal-setting process goes from top to bottom. The decomposition of goals occurs as follows: each of the lower levels in the organization determines its goals based on what goals are set for a higher level. The second scheme suggests that the goal-setting process proceeds from the bottom up. In this case, the lower links set goals for themselves, which serve as the basis for setting goals for a subsequent, higher level.

As you can see, there are significant differences between different approaches to setting goals. However general requirement to setting goals is that it is necessary to find an effective method of mutual linking of goals. An effective mechanism for solving this problem is the construction of the so-called goal tree (Fig. 4.3).

Rice. 4.3. Goal Tree

Goal Tree- This is a graphical representation of the relationship and subordination of the goals and objectives of one or more systems.

At the same time, complex and complex long-term goals are divided in accordance with the selected criteria into a number of less complex short-term goals, which are also divided into simple goals (subgoals) and tasks. The goal tree allows you to assess the likelihood of achieving both lower and higher goals in accordance with the available resources, as well as set the priority of goals.

The goal tree must meet two basic requirements: completeness and consistency. The description of each goal should fully disclose its content and be unambiguous, i.e. not allow for different interpretations. Each goal should disclose the content of only one goal of a higher level. There should not be cycles on the tree of goals, the presence of which means the inconsistency of the goals that are in the cycle.

1. The goal tree is built from top to bottom, with the formulation of the main social goal of the organization - the mission.

2. Goals of the same level should not enter into each other, but can only partially intersect. The division of intersecting goals at the lower levels, as a rule, leads to the selection of practically identical smaller goals in their branches.

3. Goals of one level should be fairly homogeneous in their significance, i.e., they should play almost equal roles in achieving the goals of higher levels.

4. The goals of the upper level, divided into smaller ones for the lower levels of management, must be recoded into the language of the corresponding unit with the transformation of concepts and their symbolic designations.

5. The number of levels of mission division is determined by the required accuracy of solving problems. However, it is possible to split the goals of management only as long as they remain within the framework of public and economic categories. The objectives of the enterprise, as a rule, have four levels of division.

6. The executors of the lower levels of goals should be familiar with their entire branch and mission.

The goal tree is mainly intended to link goals with the means to achieve them (the lowest level actually reveals a set of means to achieve the general goal), to identify the relationships that exist between subgoals and smaller goals of various branches of the tree at each level. When setting goals, it is mandatory to assess their achievability, i.e., develop a strategy for achieving these goals.

All goals of the organization can be divided into general long-term (3-5 years or more) and specific short-term (1-2 years).

The term "overall long-term goals" means goals that are broad in scope and time, and which, as a rule, do not have clearly defined quantitative characteristics.

Examples of long-term goals:

− transport company: “Become the biggest and best transport company in the world";

− General Electric: "Become the most competitive company in the world and rank first and second in all business areas in which the company operates."

Short term goals are more specific and imply operational actions in a short period of time (1–2 years), aimed collectively at achieving a long-term goal.

Short-term goals describe in detail the results to be achieved in the near future. They determine both the pace of the company's development and the level of performance indicators that is planned for the near future.

Short-term goals may coincide with long-term goals when the company is already operating at the level of indicators planned for the long term. For example, if a company has set itself the goal of a continuous annual increase in profits of 15% and has so far achieved this goal, the company's long-term and short-term goals are the same.

More important is the situation when short-term goals differ from long-term ones. This occurs when managers are trying to improve the performance of the company and cannot achieve long-term targets in just one year. Here, short-term goals serve as stepping stones on the way to achieving the ultimate goal.

When formulating goals of any level, it must be remembered that they must have a number of characteristics, which together are called SMART characteristic.

SMART is an acronym for the following five words and concepts:

− Specific- specificity, so that there is no room for their incorrect or multiple interpretations.

− Measurable- measurability, that is, everything should be expressed quantitatively, and even, first of all, subjective expectations, with a fixation of what the result can be if the goal is achieved.

− Achievable- reachability. Goals should be flexible and have room for adjustment in connection with unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures that the goals are attainable.

− related- correlation: with the strategy, economic purposes organization, the interests of the performer, i.e. actions and decisions aimed at achieving one goal should not contradict the achievement of another.

− time-bound- limited time to achieve.

stands out eightkey areas within which each organization defines its goals:

1. Market position. Market goals may be to gain leadership in a particular market segment or to increase market share.

2. Innovation. Targets in this area are associated with the definition of new ways of doing business: the organization of the production of new goods, the development of new markets, the use of new technologies or methods of organizing production.

3. Performance. More efficient is the enterprise that spends less economic resources on the production of a certain amount of products. Indicators of labor productivity, resource saving are important for any enterprise.

4. Resources. The need for all types of resources is determined. The current level is compared with the necessary one, and goals are put forward regarding the expansion or reduction of the resource base, ensuring its stability.

5. Profitability. This group of goals can be quantified. For example, to achieve a certain level of profit or profitability.

6. Management aspects. It is possible to ensure profit in the long term only at the expense of the organization effective management, the absence of which, according to many experts, hinders the development of Russian enterprises.

7. Staff. Goals in relation to personnel may be related to maintaining jobs, ensuring an acceptable level of remuneration, improving working conditions and motivation, improving skills, etc.

8. Social responsibility. It includes the development of measures to form a favorable image of the company, concern for not causing damage to the environment, ensuring good conditions work for employees of the organization.

The diversity of goals is explained by the fact that any enterprise, any economic system are multipurpose. And the difficulty lies in prioritizing.

The Importance of Setting Goals related to the fact that they:

- are the foundation for the management process as a whole;

− underlie the adoption of any management decision;

− are the starting point of planning;

− underlie the construction of organizational relations;

− determine the system of motivation used in the organization;

- allow you to control and evaluate the results of the work of individual employees, departments and the organization as a whole;

− identify ways to improve the efficiency of the organization.

Correct goal setting allows you to solve the following managerial tasks:

− transform the mission into achievable goals;

- choose criteria for establishing the way to achieve the goals;

- set realistic goals that require a certain amount of time;

− to make the company's activity more proactive and purposeful.

However, in achieving goals, one should beware of self-confidence, passivity, disorder and formalism.

Thus, L. Seivert argued: "Without a goal, every result of labor is equally true and false." Therefore, the choice of the direction of activity, the definition of the mission of the organization and the setting of goals are priorities in the process of strategic management. The next step will be the development of a strategy, which is a way to achieve the goals.

1. Formulate the definition of the concept of "strategic management process".

2. Why is strategic management presented as a process? Describe its steps.

3. What is the relationship between the stages of strategic management?

4. How often should management review the chosen strategy?

5. Why in the literature there are different points of view on the content of the stages of strategic management?

6. What is the essence of the concept of "mission of the organization"?

7. Give examples of diversified foreign and Russian companies. What are their missions?

8. Describe the goals of the organization, what are the requirements for their formulation? How are short-term goals different from long-term goals?

9. What is the essence of the method of constructing a "tree of goals"? Name the basic rules for its construction.

Levels of strategic management

So far, strategic management has been represented in general terms. However, in an organization, strategies are planned and implemented simultaneously or sequentially at multiple levels. Let's consider three levels - corporate, enterprise level, or business units that make up a corporation, and functional, which are presented in Fig. 3 below.

Corporate strategy - the first level. It defines the organization as a whole, the behavior of its divisions or business units, product lines, the combination of which allows us to perceive the company as an integrity, and answers the question: what kind of business is the corporation engaged in? Strategic activities at the corporate level include, for example, the acquisition of a new business, the expansion or contraction of an existing one, the creation of joint ventures.

The corporate level of management is represented by the chief executive officer (CEO, president of the corporation, etc.), the board of directors and other senior personnel who make strategic decisions for the entire organization. Typically, the responsibilities of these executives include: defining the purpose, mission and goals of the organization, identifying key areas of activity, allocating resources for each activity, and formulating strategies that encompass corporate activities. The corporate strategy also includes issues of the financial and organizational structure of the enterprise as a whole. For example, corporate-level strategic objectives can be: open a new enterprise abroad or create offshore production in a country with cheap labor.

Rice. 3. Applying the strategy at various levels

Enterprise strategy - the second level, often characterized as competitive or business strategy. The fundamental question here is: how and with whom to compete in a particular market? In the company, the enterprise level consists of the heads of individual business units that make up the organization, as well as the staff providing them. The main role of these managers is to translate general information about the direction and intentions coming from the corporate level into specific strategies for group and individual activity.

Typical strategic questions at this level might look like this:

1. Should the company's products match the competitor's product range?

2. To what extent should the plant and equipment be upgraded?

3. How will the proposed activity be financed?

4. Do I need to keep retained earnings for future investments?

5. Is it necessary to strive for the organization to be a technology leader?

At the enterprise level, strategic objectives are most often aimed at competitive success. This may be, for example, the task of introducing a new product or service, as well as creating a department for research and development.

The functional strategy is the third level. The fundamental question here is: what do the various functional actions contribute to the other levels of the strategy? Executors do not have the opportunity to appreciate the full breadth of the picture, but they are responsible for the development of functional strategies that fit into the strategic objectives set by managers at the corporate and enterprise levels. Financial authorities provide essential information for the formulation of the strategy and provide measures to assess the degree of its implementation.

At the level of operational management, prerequisites or conditions are created for solving strategic problems. These may be, for example, requirements to develop and implement a multi-professional program or to automate a production process.

Stages of strategic management

Currently, scientists distinguish five main stages of strategic management: 1. Determination of the scope of activity and development of the mission of the organization.

2. Development of long-term and short-term goals of the organization.

3. Development of a strategy for achieving the goals of the activity.

4. Implementation of the organization's strategy.

5. Evaluation of the effectiveness of the strategy based on the results of the organization's activities and the introduction of corrective actions.

Since the conditions of modern business are extremely dynamic, this process is continuous and is a constantly renewed cycle with intense feedback. In addition, the boundaries between the phases of the cycle are rather conditional. Thus, setting specific strategic goals certainly benefits from having a conceptual vision of business prospects. On the other hand, goal-setting and the choice of strategy, in turn, stimulate the further development of conceptual ideas (about the place of the company in business, the main directions of its activities, fundamental guidelines, standards of behavior, etc.). The practical experience of implementing a strategic plan can radically change all the components of the latter (both the general concept, the intended goals, and the chosen strategies).

Let's consider each stage of strategic management in more detail.

First stage. The definition of the scope of the organization involves:

– determination of the satisfied need;

– identification of consumers;

– determining how to meet the needs of specific consumers.

That is, it is necessary to answer the question: "What, for whom and how do we produce?" For example, Polaroid defined its business as follows: "The development and promotion of fast photography to meet the needs of wealthy families for love, friendship, good memories and humor." McDonald's did it this way: "Providing hot, delicious food in a clean restaurant for a reasonable price."

The mission of an organization is a verbally expressed main socially significant functional purpose (role) of an organization in the long term (in addition to making a profit), reflecting the purpose of the business, its philosophy. This term literally means "responsible task, role." The mission helps to define what the company really does, while it focuses on the consumer, not on the product. Therefore, defining a mission involves answering the question: “What value can a firm bring to consumers while achieving greater success in the marketplace?”

It is believed that the mission statement should be bright, concise, dynamic construction, easy to understand (often it is a slogan).

Examples of missions: "Two centuries of tradition - a guarantee of quality" (Foil Rolling Plant, St. Petersburg). “We save your time and money” (Inkombank). "Is not subject to the elements" (Oneximbank).

The mission of the business is of great importance for communication within the enterprise (allows employees of the company to better understand its activities, and managers - to have long-term guidelines) and outside of it (helps to bring information to shareholders, consumers and suppliers).

Second phase. Definition of long-term and short-term goals of the organization. After the mission is formulated, it is necessary to determine the long-term (3 - 5 years or more) and short-term (1 - 2 years) goals of the organization.

There are eight key areas in which the company defines its goals:

1. Market position. Market goals may be gaining leadership in a certain market segment, increasing the company's market share to a certain size.

2. Innovation. Targets in this area are associated with the definition of new ways of doing business: the organization of the production of new goods, the development of new markets, the use of new technologies or methods of organizing production.

3. Performance. More efficient is the enterprise that spends less economic resources on the production of a certain amount of products.

4. Resources. The need for all types of resources is determined.

5. Profitability. These goals can be expressed quantitatively: to achieve a certain level of profit, profitability.

6. Management aspects. It is possible to ensure profit in the long term only through the organization of effective management.

7. Staff. Personnel goals may be related to job retention, ensuring an acceptable level of remuneration, improving working conditions and motivation, etc.

8. Social responsibility. Currently, most Western economists recognize that firms should focus not only on increasing profits, but also on the development of generally recognized values.

The objectives of the enterprise must meet the following characteristics:

1. Goals should be specific and measurable.

2. Goals should have a specific planning horizon, that is, determine when the results should be achieved.

3. The goal must be achievable.

4. The goals must be flexible and have room for their adjustment due to unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures that the goals are attainable.

5. The multiple goals of the enterprise should be comparable and mutually supportive.

An example of a long-term goal of a transport company: "Become the biggest and best transport company in the world"; General Electric Company: "Become the most competitive company in the world and take first and second place in all areas of business in which the company operates."

Short-term goals are formulated according to the same principles as long-term ones, but they are more specific and involve operational actions within a short period of 1-2 years, aimed collectively at achieving a long-term goal.

Third stage. Formulating a strategy.

Strategy formulation is a management function that consists in forming the mission of the organization, determining the goals of the activity and creating a strategy. The end product of a strategy formulation is a strategic plan.

Strategic plan - a document containing the purpose of the organization, its development directions, long-term and short-term objectives and development strategy.

The strategy is necessary both for the whole company as a whole and for its individual links - scientific research, sales, marketing, finance, labor resources etc. When forming a strategy from many feasible options, the manager, acting as an indicator, seeks new opportunities and is a kind of synthesizer of different trends and approaches taken at different times and in different departments of the company. The organization's strategy is constantly evolving. There is always something new to respond to, and as a result, new strategic niches open up. Therefore, the task of improving the strategy is endless. The company's strategy should always combine a planned line of conduct and the ability to quickly respond to everything new.

Fourth and fifth stages. Implementation of the strategy, evaluation of its effectiveness and adjustment of the previous stages The last two stages are considered together, since they do not have clear distinctions. In the process of implementing the strategy, it is constantly evaluated and adjusted. Strategy implementation is not only a function of top management, but a job for the entire management team. All managers act as implementers of the strategy within their powers and responsibilities.

The last stage is a bridge that returns the company to the original first points, but at a qualitatively new level.

Thus, the process of strategic management can be represented as a continuous upward spiral.

Strategic management process

Strategic management can be viewed as a dynamic process of interrelated management tasks, each of which is also a process. The essence of strategic management is determined by the following five tasks.

• 1. Development of a strategic vision and definition of the mission of the organization.
• 2. Setting strategic goals and objectives to achieve them.
• 3. Strategy planning.
• 4. Implementation of the strategy.
• 5. Evaluation of results, making changes to the strategic plan or methods of its implementation.

These tasks follow logically from one another and to a certain extent reflect the sequence of steps in strategic management (Fig. 1.7).

Before proceeding to a more detailed study of the above tasks performed as part of the strategic management process, we will give them a brief description.

A well-founded strategic vision is a prerequisite for effective strategic leadership.

Rice. 1.7.

For the effective development of a company's strategy, first of all, a clear concept of its business is needed - vision, which is the basis of goal setting. The manager must clearly understand the nature of the activities of his company today and in the future, as well as think over a long-term concept for the development of the company for 5-10 years. It is precisely what the manager sees regarding the place of his company in the market, as well as the long-term course of its development, that is strategic vision.

Based on strategic vision mission of the organization. In a general sense, what the organization is going to do and what it wants to become is the purpose (mission) of the firm.

The mission is the main overall goal of the organization, expressing the meaning of its existence (purpose). Since any organization is an open system, it can ultimately survive only if it satisfies some need that is outside of herself. Therefore, it is in the environment that the overall goal of the organization should be sought. Profit can never be proclaimed the main goal of the organization, because it is a purely internal problem, although a very important one. The mission is more specific than the vision, so its implementation is associated with a certain period of time.

The strategic vision and mission are always individual and distinguish one company from another in terms of the direction of activity and the way of development.

To achieve good results you need to set good goals. Goals, unlike the mission, they express the desired end state of the individual characteristics of the organization associated with specific areas of its activities. The given goal contains a number of desired results, the achievement of which requires certain efforts and organizational actions. Goal setting translates the strategic vision and overall mission statement into specific tasks for performance related to the results of the organization.

The role of goal setting cannot be overestimated. Goals are the starting point of the activity planning process, they form the basis for building organizational relations, and the personnel motivation system is based on them. Goals are also the starting point in the process of monitoring and evaluating the performance of the organization as a whole and individual employees.

The mission and goals serve as guidelines for all subsequent stages of strategy development and at the same time impose certain restrictions on the analysis of development alternatives.

A strategy is necessary for an organization to see the way to achieve its goals and fulfill its mission. The third task of strategic management involves the development of a strategy to achieve the goals set in each area of ​​the organization at a certain managerial level. result this stage is strategic plan- a document containing the purpose of the organization, its direction of development, long-term and short-term objectives and strategy.

The purpose of the strategic planning process is to clearly and systematically describe the strategic choices made by the organization in order to ensure its long-term development. This choice must be consistently translated into decisions and programs of action.

The process of strategic planning itself (Fig. 1.8) is not much different from decision-making technology. The mission and goals can be considered as the impetus for making a decision about the direction of the company's development. In the process of choosing a strategy, it is necessary to constantly solve problems related to the choice of alternative actions, based on the

Rice. 1.8.

lennye restrictions and criteria identified as a result of the analysis of the organizational environment. The search for alternative solutions is largely due to the adaptive nature of strategic planning.

The diagnostic phase of the strategy development process consists of analyzing factors in the organization's external and internal environment that may affect the organization's ability to achieve its objectives.

Analysis of the external environment is a process by which an organization does the following: evaluates changes affecting various aspects of performance; determines which changes pose a threat to the organization; determines what changes provide opportunities for the development of the organization. In other words, environmental analysis serves as a tool by which strategists control factors external to the organization in order to anticipate potential threats and opportunities.

Analysis of the internal environment is the process by which functional areas of an organization are assessed to identify its strategic strengths and weaknesses. This determines whether the organization has the internal strength to take advantage of external opportunities, and also identifies weaknesses that can complicate problems associated with external hazards. By balancing internal strengths and weaknesses with external threats and opportunities, the organization can begin to select the appropriate strategic alternative.

The choice of strategy is the central point of the strategic planning process and is carried out when all possible alternative options for the direction of the organization's development have been considered. The choice should be most consistent with the conditions of the external and internal environment, i.e., those restrictions that are established as a result of a situational analysis of the organizational environment, as well as the chosen goals of the organization. The effectiveness of choosing a strategy largely depends on the correct assessment of each strategic alternative. Must be defined in quantitative and qualitative terms possible results in the implementation of each of the possible strategic alternatives. When comparing them, the advantages and disadvantages of each of them, the possible overall consequences and the likelihood of their implementation should be determined.

In general, the goal of this stage is the choice of a specific and unambiguous strategic alternative that will maximize the long-term effectiveness of the organization.

Corporate strategy planning does not end with any immediate action. It usually ends with the establishment of general directions, following which ensures the survival and development of the organization.

The developed strategy should be turned into concrete actions, and then into results. Once an underlying overall strategy has been chosen, it must be implemented by integrating it with other organizational functions. Tactics, policies, procedures and rules are the main components of linking a strategy to its implementation activities.

Tactics- as well as strategy, originally a military term, meaning the maneuvering of forces to achieve certain goals. From the point of view of managing an organization, tactics is a decision on how resources should be allocated in order to achieve strategic goals. In other words, tactics are the way to achieve "winning". If the main question of strategy is “what does the organization want to achieve?”, then tactics are focused on “how to achieve this?”. Accordingly, the main difference between strategy and tactics is the difference between ends and means. For example: “increasing market share” is a strategy, and “aggressive advertising aimed at promoting a product” is a tactic. Character traits tactics:

• tactics are developed in the development of the strategy;
• tactics are developed mainly by middle-level managers;
• tactics are designed for a shorter period of time than strategy;
• tactical results, in contrast to the strategy, usually appear very quickly and are easily correlated with specific actions.

Policy, formulated by top management, provides general guidance for action and decision making that facilitates the achievement of strategic goals. It can be viewed as an internal "Code of Laws" that determines in which direction decisions can be made and actions taken.

Procedures are essentially programmed decisions. They usually describe a sequence of actions to be taken in a particular situation that tends to recur frequently. Management, by developing standardized guidelines, uses positive past experience and thereby saves time (no need to repeat the analysis) and warns against errors.

rule differs from procedure in that it addresses a specific and limited issue. The rule defines what should be done in a particular single situation. Managers use rules when achieving goals requires the guaranteed execution of specific actions in specific ways.

Task implementation of the strategy is the most complex and time-consuming part of strategic management. It applies to all levels of management and should be taken into account in most structural divisions of the organization. While strategy development is about entrepreneurial activity and is more of an analytical process, the implementation of the strategy involves mainly the management of business processes and people.

Strategic management is strategic planning with feedback. The chosen strategy and the plan for its implementation are not able to foresee all the problems that may arise along the way. The main reason, as already mentioned, is high level variability of the environment, which leads to the constant emergence of new and unforeseen circumstances. In the process of strategic management, nothing is final and everything preliminary actions undergo changes depending on changes in the organizational environment, which can be both in the nature of threats and opportunities. The course of external and internal events sooner or later it forces us to reconsider the purpose of the company, the goals of the activity, the strategy itself and the process of its implementation.

Evaluation of performance, analysis of changes, adjustment of the strategy become natural and necessary components of the strategic management process. This process is used as a mechanism feedback to adjust the strategic plan and / or methods of its implementation. To be effective, evaluation must be carried out systematically and continuously and cover all organizational levels.

In the process of evaluating the results of activities as one of the tasks of strategic management, three clearly distinguishable stages can be distinguished: the definition of a system of performance indicators, according to which the strategy is evaluated; measurement of what has been achieved and comparison with the desired; taking the necessary corrective action.

The first stage is directly related to the strategic goals and objectives of the organization, which are essentially quantitative and qualitative criteria used in the evaluation process. The last stage - corrective actions - is both the end and the beginning of the strategic management cycle as a continuous management process.

Adjustments usually affect specifics, but sometimes it becomes necessary to revise the main strategy under the influence of significant external changes or a sharp deterioration in financial condition firms.

Summarizing the above, it can be said that the task of the review process under consideration is to find ways to improve the existing strategy and monitor how it is being implemented. The direct responsibilities of managers within the framework of the assessment stages are to determine in a timely manner when it is necessary to make appropriate changes to the strategy and how it is implemented.

Questions for self-examination

• 1. Compare the concepts of "strategy", "strategy of the organization", "strategic management". How to evaluate the effectiveness of the strategy?
• 2. What does it mean to "develop an organizational strategy" and why is it necessary?
• 3. What elements should the strategy include?
• 4. List the benefits of a strategic approach to management.
• 5. How are the strategy and success of the organization interrelated?
• 6. What is the peculiarity of various systems and methods of managing an organization and the conditions for their effectiveness?
• 7. What complementary subsystems does the strategic management system consist of?
• 8. Why is the simultaneous application of two management modes - strategic and operational - an urgent problem for most modern organizations?
• 9. What is the process of strategic management in terms of the main tasks of strategic management?
• 10. Give a brief description of the main stages of strategy development.