1. Introduction
2. Concept strategic planning
3. Organizational goals
4. Evaluation and analysis external environment
5. State analysis and coefficients strategic development
6. Types of strategic planning
7. Selection of development strategy
8. Strategic planning methodology
9. Methods of strategic planning
10. Conclusion
11. List of used literature
1. Introduction
For enterprises of any form of ownership and any size economic activity management of economic activities, determination of strategy, as well as planning are essential. Currently, managers of Russian enterprises are forced to make business decisions in conditions of uncertainty of the consequences of such decisions, moreover, with a lack of economic, commercial knowledge and practical experience of working in new conditions.
Many economic zones in which enterprises operate are characterized by increased risk, because... there is insufficient knowledge about consumer behavior, competitors’ positions, making the right choice partners, there are no reliable sources for obtaining commercial and other information. In addition, Russian managers have no experience in managing companies in market conditions. There are many problems in the sales activities of Russian enterprises. Managers of enterprises producing final or intermediate products feel restrictions from the effective demand of the population and consumer enterprises. The issue of sales came under the direct control of enterprise management. As a rule, state-owned enterprises did not and do not have qualified sales personnel. Now almost all enterprises have realized the importance of a sales program. Most of them have to solve tactical issues, because... many have already faced the problem of warehouses being overstocked with their products and a sharp drop in demand for them. The strategy for selling products on the market remains unclear. Trying to change their assortment, many enterprises that produced industrial products are beginning to switch to consumer goods. If products for industrial purposes are produced, then in some cases enterprises also develop divisions that consume these products. By restructuring their assortment, enterprises began to predict sales in advance and find consumers for their products.
When choosing consumers, managers take into account: direct contact, communication with the end consumer, and the customer’s solvency. The search for new consumers and the development of new markets has become very relevant for the enterprise (some managers are looking for new consumers on their own).
A new phenomenon has also been noticed - the relationship between enterprises and new commercial structures, which often sell part of the enterprise’s products, and the rest is sold through old channels. In addition, the enterprise can contact the company on all complex issues of ensuring production. One of the tactics for ensuring the sales of products in modern Russian reality, in conditions where domestic effective demand for products is limited, has become access to the international market. However, this is only possible for enterprises with a high level of production technology that ensures the competitiveness of their goods.
Thus, management and strategic management of enterprise activities are necessary in any field of economic activity. At the same time, there are still many problems and significant shortcomings that require prompt resolution, which, in turn, will allow Russian economy achieve stabilization and progressive development.
2. The concept of strategic planning.
Planning- the process of determining goals, strategies, as well as measures to achieve them over a certain period of time based on assumptions about the future probable conditions for the implementation of the plan.
Strategic planning- this is one of the management functions, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions; the functions of organization, motivation and control are focused on the development of strategic plans. The dynamic strategic planning process is the umbrella under which all management functions Without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way of assessing the purpose and direction of the corporate enterprise. The strategic planning process provides the framework for managing organizational members. Projecting everything written above onto the realities of the situation in our country, it can be noted that strategic planning is becoming increasingly relevant for Russian enterprises, which are entering into fierce competition both among themselves and with foreign corporations.
The concept of “planning” includes defining goals and ways to achieve them. In the West, enterprise planning is carried out in such important areas as sales, finance, production and procurement. At the same time, of course, all private plans are interconnected.
The development of a strategic plan is based on an analysis of the organization's development prospects under certain assumptions about changes in the external environment in which it operates. The most important element This analysis is to determine the organization's position in the competition for markets for its products. Based on this analysis, the development goals of the organization are formed, strategic business units are formed and strategies for achieving them are selected.
Requirements for a strategic plan
Several key messages related to strategy must be understood and, more importantly, accepted by senior management. First of all, strategy is mostly formulated and developed by senior management, but its implementation requires the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must continually collect and analyze huge amount information about the industry, competition and other factors.
The strategic plan gives the enterprise certainty and individuality, which allows it to attract certain types of workers, and, at the same time, not attract other types of workers. This plan opens the way for a business to guide its employees, attract new employees, and help sell products or services.
Finally, strategic plans must be designed to not only remain coherent over long periods of time, but also to be flexible enough to allow modification and reorientation as needed. The overall strategic plan should be viewed as a program that guides the firm's activities over an extended period of time, recognizing that the conflictual and constantly changing business and social environment makes constant adjustments inevitable.
A strategy is a detailed, comprehensive, comprehensive plan. It should be developed from the perspective of the entire corporation rather than of a specific individual. It is rare that the founder of a company can afford to combine personal plans from the organization's strategies. The strategy involves the development of reasonable measures and plans for achieving the intended goals, which should take into account the scientific and technical potential of the company and its production and sales needs. The strategic plan must be supported by extensive research and evidence. Therefore, it is necessary to constantly collect and analyze a huge amount of information about sectors of the national economy, the market, competition, etc. In addition, a strategic plan gives a firm a sense of identity that allows it to attract certain types of employees and help it sell products or services. Strategic plans must be developed in such a way that they not only remain coherent over time, but also maintain flexibility. The overall strategic plan should be viewed as a program that guides the firm's activities over an extended period of time, subject to constant adjustments due to the constantly changing business and social environment.
Strategic planning by itself does not guarantee success, and an organization making strategic plans may fail due to failures in organization, motivation, and control. Nevertheless, formal planning can create a number of significant favorable factors for organizing the activities of an enterprise. Knowing what the organization wants to achieve helps clarify the most appropriate courses of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. In this way, planning helps create unity of common purpose within the organization.
Rice. 1. Development of goals for the company.
The planning process in a company begins with determining the initial goals of its development and activities, the development of which is based on many companies' mission goals (Fig. 1). In essence, mission goals, or main strategic goals, is a vision of what a company should be or what it should stand for. They must reflect the interests of all influence groups (shareholders, managers, employees and workers, suppliers, banks, government agencies, local governments, public organizations, etc.). Mission goals should emphasize the social significance of the company and serve as a means of consolidating and motivating the company’s personnel. The interests of stakeholders and organizations (influence groups) are also taken into account when developing the company's initial goals.
Initial goals passed through a threefold filter: available resources at home and abroad, the environment, and the company's internal capabilities and performance. The last two filters are essentially situational analysis. The results of the situational analysis are often summarized in a section of the marketing plan called the SWOT Analysis. The results of the situational analysis also include assumptions about the future conditions of the organization's activities, as well as forecast estimates of expected demand in potential markets for the period of validity of the marketing plan. Based on these assumptions and estimates, objectives are established in subsequent sections of the marketing plan. marketing activities, strategies are selected and marketing programs are developed.
Diagram 1. Strategic planning process
Every manager should have an idea of how strategic planning should be carried out (Figure 1).
3. Organizational goals
Company-wide goals are formulated and established based on the overall mission of the organization and the defined values and goals that senior management focuses on. To truly contribute to the success of an organization, goals must have a number of characteristics.
Organizational goals (company-wide) are the end points of an organization's mission statement to which it strives.
1. First, goals must be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear frame of reference for subsequent decisions and evaluation of progress.
2. Specific forecast horizon represents another characteristic of effective goals. Goals are usually set for long or short time periods. Long term goal has a planning horizon of approximately five years. Short term goal in most cases represents one of the organization's plans that should be completed within a year. Medium-term goals have a planning horizon of one to five years.
3. The goal must be achievable, - to serve to improve the organization's effectiveness.
4. To be effective, an organization's multiple goals must be mutually supportive - that is, the actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.
Goals will be a significant part of the process strategic management only if senior management articulates them correctly, then effectively institutionalizes them, communicates them, and encourages their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in setting goals and to the extent those goals reflect management's values and the firm's realities.
General production goals are formulated and established on the basis of the overall mission of the enterprise and certain values and goals that are oriented by top management. To truly contribute to the success of an enterprise, goals must have a number of characteristics:
specific and measurable goals / time-oriented goals / achievable goals.
1. General (global)), developed for the company as a whole: a) reflect the concept of the company; b) designed for the long term; c) determine the main directions of the company’s development programs; d) must be clearly formulated and linked to resources; e) ranking of goals based on priority.
2. Specific goals are developed within the framework of general goals for the main types of activities in each production division firms and are expressed in quantitative and qualitative indicators (profitability, rate of return).
4. Assessment and analysis of the external environment.
After establishing its mission and goals, business management begins the diagnostic phase of the strategic planning process. On this path, the first step is to study the external environment:
assessing changes affecting various aspects of the current strategy;
identification of factors that pose a threat to the current strategy of the company; control and analysis of competitors’ activities; identifying factors that present greater opportunities to achieve company-wide goals by adjusting plans.
Analysis of the external environment helps to control factors external to the company, obtain important results (time to develop an early warning system in case of possible threats, time to forecast opportunities, time to draw up a contingency plan and time to develop strategies). To do this, you need to find out where the organization is, where it should be in the future and what management should do to achieve this. The threats and opportunities that a firm faces can be divided into seven areas:
1. Economic forces . Some factors in the economic environment must be continually diagnosed and assessed because... the state of the economy affects the firm's goals. These are inflation rates, international balance of payments, employment levels, etc. Each of them can pose either a threat or new opportunity for the enterprise.
2. Political factors . The active participation of business firms in the policy process is an indication of the importance of public policy for the organization; therefore, the state must monitor the regulations of local authorities, state authorities and the federal government.
3. Market factors . The market environment poses a constant threat to the firm. Factors that influence the success and failure of an organization include the distribution of income of the population, the level of competition in the industry, changing demographic conditions, and ease of market penetration.
4. Technological factors. An analysis of the technological environment may, at a minimum, take into account changes in production technology, the use of computers in the design and delivery of goods and services, or advances in communications technology. The head of any company must ensure that he is not exposed to “future shock” that destroys the organization.
5. Competition factors . Any organization should examine the actions of its competitors: an analysis of future goals and an assessment of the current strategy of competitors, a review of the prerequisites regarding competitors and the industry in which the company operates, an in-depth study of the strengths and weaknesses of competitors.
6. Factors of social behavior . These factors include changing attitudes, expectations and mores of society (the role of entrepreneurship, the role of women and minorities in society, the consumer movement).
7. International factors . Management of firms operating internationally must continually assess and monitor changes in this broader environment.
That. Analysis of the external environment allows an organization to create an inventory of the threats and opportunities it faces in that environment. For successful planning, management must have a complete understanding not only of significant external problems, but also of the internal potential capabilities and shortcomings of the organization.
5. Analysis of the state and development coefficients of strategic planning
To successfully choose a strategy, a deep analysis of existing directions in the organization, its position in the struggle, prospects for the future, as well as trends in its development is necessary. Based on the analysis, priorities in resource allocation are developed. The object of analysis is the strategic database, which represents the most significant characteristics of the internal and external conditions of the organization and its main partners. Based on the analysis, conclusions are drawn regarding the 10-15 most significant factors influencing the activities of the organization, identifying strengths and weaknesses, as well as the impact on it and what the trends of this impact are, thereby drawing a reliable portrait of the future of the organization.
The analysis of the strategic data base is carried out in three directions:
An objective assessment of the organization’s position as a whole.
Research into the effectiveness of its work in the past and present; vitality organizational structure, control system.
Model of functioning of technical and technological potential, preference for leadership; the specifics of the business moral atmosphere and other issues of the life of the company.
External environment of the organization . Its real reputation, its products in the eyes of business partners and consumers are clarified, market trends and real potential consumers are examined, and the range of goods and services that it makes sense to focus on is determined.
Obstacles impeding development, inconsistency between goals and means to achieve them, and possible industrial conflicts are identified.
6. Types of strategic planning
Exist the following types strategic planning:
Long-term (long-term) planning. Since plans are developed from the future to the present, plans designed for more short term, become integral part promising. Long-term plans long-term goals and a general strategy of action are reflected. Alternative strategies being developed are not included in the plan, but are reflected in special programs contained in the annexes. Long-term plans include indicators and proposals that are reflected in generalized, most often financial, indicators. Long-term plans are developed for a period of 5 to 10 years.
Medium term planning. They are based on the real demand for the organization’s products, changes in its characteristics in the near future, restructuring of production technology, financial restrictions, market conditions, the risk of losing a partner, etc. Medium-term plans are developed for a period of 1 to 5 years.
Short term planning. This planning covers a period of several weeks or months. It is aimed at regulating the current use of resources and is implemented through the preparation of calendar programs for production and control over it, management of inventories and received loans.
Operational planning. To task operational planning includes control over the daily loading of equipment, sequence of operations, placement of workers, etc.
7. Choosing a development strategy
Based on the existing database of strategic data, forecasts and assumptions, the company begins to select strategic alternatives for its development.
There are four types of alternatives:
Limited growth;
Reduction;
A combination of the three previous alternatives in various proportions.
Growth strategy assumes an annual increase in the main indicators of the organization; it is most often used by enterprises in dynamically developing sectors of the national economy, with rapidly changing technologies, as well as enterprises seeking to diversify (wide penetration into new areas of activity). It happens that firms cannot withstand rapid and short-term growth and go bankrupt, so most firms adhere to a strategy of limited growth, expanding their activities taking into account the real possibilities of the achieved level and external efforts. This is the least risky course of action.
Strategic reduction is expressed in the fact that the results of the company’s work in the planning period are expected to be lower than in the previous period. This strategy is used when we're talking about about a radical restructuring of the organization. And if short-sighted managers try to rebuild the organization’s activities while maintaining the same growth, the results are usually negative.
Reduction is carried out in different ways :
Complete liquidation of the company and creation of a new one in its place;
Getting rid of unnecessary elements;
Narrowing the scope of the company and its activities with simultaneous reorientation (this strategy is chosen by companies if things are going badly or it is necessary to hide income).
A combination of the three types of strategy is practiced by firms operating simultaneously in different industries with very different technological and economic conditions.
Successful strategy implementation requires reliable feedback and related tools. One of the tools is tactics, when forms and methods of action are focused on achieving immediate goals. It is developed at the middle management level, and for a short period of time. To achieve strategic and tactical goals, the company's management develops current policies, which include discrimination in employment, increasing profits by inflating prices, using low prices to displace competitors, etc.
The role of a guideline in organizing the goals and objectives of a company is fulfilled by rules that prescribe strictly regulated actions in certain situations, excluding freedom of choice. Rules that are executed in strict sequence are called procedures. The procedures are used in standard situations, which saves money.
Thus, strategy, tactics, forecasts, rules, procedures and assumptions provide the basis on which the planning process can be carried out.
8. Strategic planning methodology
The strategic planning methodology is based on four levels of knowledge:
General philosophical level – a set of views, knowledge about the phenomena of the surrounding world (philosophy, cultural studies, mathematics; systems theory; organization theory; political science);
General scientific level – which provides an understanding of general approaches, principles, forms of organization, systems (cybernetics; organization theory, systems theory, etc.);
Specific methodology of sciences – forms cumulative knowledge about management in socio-economic systems (macroeconomics; law; sociology; statistics, management, etc.);
Methodology, techniques and technology of strategic planning - the science of strategic planning, which is closest to practical activities, and is called upon to implement the achievements of other sciences.
When revealing the methodology of strategic planning, it is necessary to answer the following questions:
a) What serves as the methodological basis?
b) What are general methods strategic planning?
c) What is the system model of the organization and how to interpret it?
d) What are the principles of strategic planning?
The methodological basis of strategic planning is the systemic and situational approaches. According to the systems approach, any organization should be considered as a system consisting of certain interconnected elements that ensure its functioning, and elements of a larger system, the functioning and development of which is determined by economic laws and patterns characteristic of this type of system.
For each specific organization, higher order systems appear in the form of a specific environment, consisting of economic and government management bodies; market, domestic and foreign competitors, media and infrastructure.
Strategic planning by organizations is based on the following provisions:
First position
Organizations are complex socio-economic systems that are characterized by a number of features:
a) Organizations are created to achieve certain goals;
b) Availability of certain resources and their transformation into material goods;
c) Comparing the costs of production and use of goods with the results of operations;
d) The complexity of the internal environment of the organization;
e) Multi-criteria management tasks;
f) Greater dynamism of processes occurring in the system;
g) The need to manage the organization, for which a special management body is created that has a specific function and organizational structure. A system of approved standards for monitoring their compliance.
Second position
Organizations are open systems that are influenced by numerous environmental factors. Therefore, the effectiveness of an organization and its strategy are largely determined by its adaptive capabilities.
Third position
The strategies of organizations are in many ways unique, therefore, there are no universal solutions for all occasions, there are no standard sets of rules, and there are no procedures for solving strategic problems.
The planning methodology is based on the following principles:
Reasonable and conscious choice of goals and strategy for the development of the organization;
Constant search for new forms and types of activities to increase the competitiveness of the organization;
Ensuring compliance between the organization and the external environment that controls and manages the subsystems and elements of the organization;
Individualization of strategy, where each organization has its own characteristics, determined by the existing composition of personnel, material and technical base, culture and other features, therefore, the development of strategies should be carried out taking into account these characteristics;
Clear organizational separation of strategic planning tasks from operational planning tasks.
9. Strategic planning methods
Highlight two main planning methods – balance sheet and standard.
Balance sheet method is a set of techniques, ways of identifying and ensuring proportions and connections through the development of interconnected balances. This method is intended to link the volume and structure of social needs with material, labor and financial resources and harmonize all sections and indicators of the plan, both economic and social development. The use of this method allows us to identify and link natural material and cost proportions in economic development.
The planned balances developed in the process can be classified according to the following criteria:
a) based on the planning stage (forecast, planned and reporting balances)
b) by validity period (current, future)
c) based on purpose (material, labor, financial)
Normative method based on the definition and application of rules and regulations. Norms and standards for a certain set of indicators are interrelated. The norm is a scientifically based measure necessary costs resources to produce a unit of product of a given quality. A standard is a scientifically based ratio in proportions, the simplest quantitative expression of socio-economic relations, which covers two quantities: consumption of materials per unit of production and consumed products per capita. All standards used in planning must be progressive and realistic, taking into account the achievements of scientific and technical progress, organizational, technological and socio-economic restrictions of a particular period.
The entire set of norms and standards can be divided into groups:
a) norms and standards reflecting the consumption of services by the population
b) economic standards
c) norms and standards used in technical and economic calculations.
All technical, economic and balance calculations are based on norms and standards. An indispensable condition for the progressiveness of standards is their revision, in connection with changing production conditions.
This method is used in the development of all socio-economic development plans. Therefore, before developing a plan, each section must have its own normative base.
10. Conclusion
All over the world it is customary to start a business with strategic planning. In Russia, strategic planning is currently also used, but its essence boils down to one thing: “our strategy and everything connected with it must be profitable.” But it’s unclear where the consumer and the environment are going. Such questions are not asked often in Russia.
Reducing strategy to profit is not strategic planning as it should be - it is simply a statement of the fact that throughout the world is already considered a secondary strategy.
Managers must understand that making a profit is like building a house once and not renovating it. Here he is and that’s it, also with a profit, here it is, and what will happen next, where to go doesn’t matter anymore, maybe he’ll take it out. When starting a business, you always need to see what to strive for, what goals can be achieved. All companies in the West have been operating on this principle for a long time and are bringing their knowledge on this topic to Russia, trying to teach our managers to carry out strategic planning.
Every investment firm requires all this, and it knows where to invest money so that it makes a profit. Therefore, the top level of the enterprise must always carry out strategic planning of its activities.
11. List of used literature
1. Petrov A.N. Strategic planning for enterprise development: textbook. - St. Petersburg: Publishing house SPbUEF, 1993
2. Gusev Yu.V. Enterprise development strategy. - St. Petersburg: SPbUEF Publishing House, 1992.
3. Ansoff I. Strategic management. - M.: Economics, 1989
4. King W., Klilaved D. Strategic planning and economic
policy. M., 1988
5. Karloff B. Business strategy: concept, content, symbols M., 1991
6. USA: state and market / A. Parkansky, S. Dubinin et al. M., 1991
Strategic planning methods
Development of all types management decisions in the form of forecasts, strategic programs and plans is impossible without the use of a system of indicators. Only with their help can the logic, principles and methodological approaches of strategic planning be implemented.
In modern accounting and statistics, an indicator is understood as a quantitative and qualitative characteristic of socio-economic phenomena and processes in society. Moreover, its qualitative side reflects the essence of phenomena or a process in specific conditions of place and time, and its quantitative side reflects its size, absolute or relative size. In relation to strategic planning, an indicator should be understood as a measure (quantitative or qualitative) of a plan target, giving it quantitative or qualitative certainty.
The modern system of indicators as a whole makes it possible to characterize the content of the main socio-economic processes occurring in society, its individual subsystems and is used in their government regulation. In connection with this circumstance, taking into account the characteristics of various levels of regulation and planning, several systems of indicators are distinguished:
The system of planning indicators as a whole. It includes, in addition to indicators of federal programs, comprehensive socio-economic forecasts, indicators of the system of national accounts, state budget, consolidated financial plan countries;
A system of indicators used in the development process by working bodies state power, comprehensive forecasts of the country's socio-economic development, federal strategic programs, the country's state budget;
A system of indicators for the development of the subjects of the federation, including indicators of regional target programs and local budgets;
A system of indicators for the development of a particular industry;
A system of indicators for forecasts, strategic programs and development plans commercial organizations and their associations (unions).
The system of indicators used in strategic planning must meet certain requirements. The most important of them usually include:
1. Unity and bindingness of indicators for a given level of planning. This problem is solved by developing a list of both approved and used for calculations.
2. Indicators must be able to be aggregated and disaggregated (aggregated and disaggregated), and be comparable.
3. Indicators used in strategic planning must have a clear measure, that is, be defined and measurable.
4. In general, the system of indicators should provide a comprehensive description of all aspects of the functioning of the planned facilities.
5. The system of indicators must be flexible, adaptive, capable of reflecting all changes in the state of the planning object.
6. Indicators of strategic programs and plans must contain indications of specific performers of planned tasks, i.e. be targeted.
7. Indicators used in strategic planning should focus the corresponding planning objects on increasing productivity, effectiveness and efficiency.
8. The number of indicators contained in forecasts, strategic programs and plans of all levels and time horizons should be numerically limited.
Due to differences in the structure of strategic planning problems, several methods are used to develop forecasts, programs and plans. These include: expert (evaluative) or heuristic methods; methods socially - economic analysis; methods of direct engineering and economic calculations; balance method; economic and mathematical methods and models; methods of system analysis and synthesis.
Expert (evaluative) or heuristic methods. They are based on the use of indirect and incomplete information, the experience of specialist experts, and intuition. Specific forms of their use are:
a) mass assessment - finding out the opinions of individual groups of the population on the essence of any planning problem in the course of sociological research;
b) organization of systematic work of experts ( expert commissions legislative and executive authorities, Placement Council productive forces and economic cooperation under the Ministry of Economy and the Ministry of Cooperation of the Russian Federation, scientific councils of institutes under the Ministry of Economy of the Russian Federation, etc.). Persons involved as experts are highly qualified specialists in relevant fields of knowledge with extensive professional and practical experience;
c) organization of the work of experts based on a special system of their activities. Such methods of organizing the work of experts as “Brainstorming”, “Delphi”, “Patteri” and others are widely known.
Expert methods are used primarily in solving unstructured and weakly structured problems.
Methods of socio-economic analysis. Socio-economic analysis is a comprehensive study of socio-economic reality, knowledge of internal connections and dependencies of phenomena in order to determine progressive development trends and opportunities for improving social relations and production.
The analysis uses such working methods as comparison, selective study of the work of large strategic planning objects, groupings, chain formulations, calculation of balance sheet differences, calculation of indices, calculation of regression and correlation coefficients, principal component method, etc. Methods of socio-economic analysis are used to solve problems of all classes.
Methods of direct engineering and economic calculations. Projections for production growth at enterprises are justified by detailed engineering and economic calculations of market needs for a given type of product and the possibilities of its production. In industrial enterprises, such calculations cover: improving the use production capacity, raw materials, materials, fuel, energy, labor resources (personnel); reduction in production costs, etc.
A special place among engineering and economic calculations used in strategic planning is occupied by calculations of the economic efficiency of production, investment, profitability valuable papers, credit resources used, currency conversion and interest increases (simple and complex), etc.
Engineering and economic calculations are often based on a system of standards.
The following groups are used:
1. Standards for the use of fixed production assets.
11. Standards of use working capital(raw materials, materials).
111. Standards for labor costs and labor intensity of products (production standards, standards for using working time).
IV. Standards for organizing production processes (time spent on repairing equipment, creating reserves of raw materials, materials, etc.).
V. Product quality standards (content of useful substances in the product, indicators of reliability and durability, etc.).
VI. Specific capital investments. rates of return on capital costs, etc.
VII. Norms of production and distribution costs, norms of profitability.
Engineering-economic calculation methods are widely used in solving standard and structured problems.
Balance method. The balance method in strategic planning is understood as a set of techniques used to ensure linkage and coordination of interdependent indicators. The purpose of these techniques is to achieve balance (equilibrium) between indicators.
The balance sheet method is an important tool for analyzing and forecasting the development of the national economy. With its help, you can identify the directions of movement of material and financial flows in the country, determine material and value proportions in the economy, model their quantitative parameters for the future, get an idea of the state of equilibrium of the socio-economic system, calculate the necessary increase in various factors of production to create material basis satisfying social needs, market needs for material goods and services. Balance sheets used at the company level make it possible to judge its available production capacity, their dynamics in the forecast period, the degree of use, and plan the production of the company’s products in marketing monitoring; obtain a clear understanding of the resources of the operating time fund of equipment and production facilities and its use in production, as well as the staff working time fund, its structure and areas of savings; prepare the company's planned budget and solve other problems facing it.
It is a mistake to confuse the “balance sheet method” with the development of balance sheets alone. The balance sheet system covers all sections of programs and plans; in their preparation, both the balance sheet method and all other methods of strategic planning are used. The balance method is widely used in solving problems of all types of structure.
Economic and mathematical methods and models.
Economic-mathematical methods are specific techniques for analyzing socio-economic systems, economic equilibrium, and forecasting economic growth. Economic and mathematical models are of great importance for the practice of strategic planning. The most important economic and mathematical models used in strategic planning are: the system of national accounts, the “Input-Output” balance sheet, the intersectoral balance of production and distribution of products and services, the balance of financial resources and costs, matrix models of the technical industrial and financial plan, network models, etc. d.
Economic - mathematical methods and models are applicable to solving well-structured and structured problems. With the help of linear programming, production planning problems are successfully solved: drawing up an optimal production program for given labor and material resources, optimal equipment loading.
A special group consists of the problems of rational cutting of industrial materials and the problems of composing mixtures, which are used in many industries (metallurgical, oil refining, chemical, food, etc.).
The use of linear programming in planning agricultural production has great potential - for solving problems of distributing sown areas between different crops, rational planning of crop rotations, calculating the optimal combination of branches of agricultural production, determining best structure herds, the most effective livestock feeding rations, etc.
The vast majority of dependencies in economics are nonlinear. Therefore, other types of programming have also developed: nonlinear (numerical, parametric), dynamic, stochastic.
Method of system analysis and synthesis. The specificity of analysis and synthesis as a method of strategic planning lies in the dismemberment, decomposition of economic systems and the processes occurring in them into their component parts and, on this basis, the definition
leading links, bottlenecks, key problems of future development.
The solution to complex problems associated with the development of strategic plans for the development of production systems at various levels is provided by promising comprehensive analysis.
Increasing the complexity of the analysis is associated with its focus not only on the functioning of production systems, but also on the achieved level of their structural development.
Based on an analysis of the state of the organization (considered as a result and as an activity aimed at increasing the efficiency of production systems), the starting positions of the new plan are determined.
Comprehensive analysis is inseparable from the synthesis of problems facing future development. Analysis and synthesis represent a single methodological whole. The method of system analysis and synthesis can be used to solve all problems of strategic planning.
For a ship that has no course,
no wind will be favorable.
Ancient Roman philosopher
and statesman Seneca
Where to start developing a strategic plan?
What sections must be present in the strategic plan?
What methods can be used to check the correctness of the strategic development plan?
How to analyze the external and internal context of an organization?
How to formulate a mission and develop development strategies for an organization?
How to develop a business plan for the development of an organization?
How to ensure the implementation of the strategic development plan?
How to ensure the relationship between strategies, business development plans and budgets of the organization?
A company that does not have strategic development goals and specific plans to achieve them is doomed to follow current events with very vague prospects for the future. But developing a correct strategic development plan requires management to have high competencies and skills, since it involves not so much calculating business performance indicators as forecasting business dynamics, taking into account the risks and opportunities associated with both the external and internal context of the organization.
You can often come across the opinion that strategic planning is needed by large companies that have already declared themselves as leaders in their market segment and look to the future with confidence.
But, firstly, any company has a specific goal for its activities and at least an approximate business plan. And these are already elements of strategic planning.
Secondly, even novice entrepreneurs assess the capacity of the market in which they are going to operate, competitive environment and your opportunities to enter this market. That is, they engage in strategic analysis, which is also one of the components of strategic planning.
In other words, most small and medium-sized companies in fact also use strategic planning, but, unlike large players in the market, they do it unsystematically and not in full.
Yes and in large companies It happens that strategic development plans developed with a lot of time and effort remain just plans. This can be caused by many external and internal factors, the most common of them are the lack of integrity in the planning methodology and disruption of the relationships between strategies, business development plans and company budgets.
We offer a methodology for developing the most effective strategic development plan and recommendations that will help avoid possible risks of erroneous forecasts, we will tell you about the sequence of forming a strategic development plan, and we will reveal the relationship between the context, goals and resources of the company, which should be reflected in the strategic development plan.
Of course, the strategic development plans of large, medium and small companies will differ due to the difference in the scale of economic activity, the specifics of the business, the complexity of the organizational structure and business processes.
But in any case, a well-developed strategic development plan is formed on the basis of sequentially implemented stages:
Analysis of the external and internal context of the organization
The performance of any company is influenced by many different factors. Without understanding the extent of their impact, it is impossible to develop the right strategic direction for the company's development.
The company itself also influences the external environment (context) - the product market, suppliers, buyers, partners, regulatory authorities, etc.
Note!
How successfully a company's strategy will be implemented largely depends on its ability to organize the internal environment (context), which includes business processes, organizational resources, personnel, structure and production technologies, as well as corporate culture and principles.
The combination of factors in a company’s internal context largely determines its competitiveness.
Therefore, before developing a mission and strategy, it is necessary to conduct a strategic analysis of the external and internal context of the company, the result of which should be an assessment of the risks and opportunities of a particular enterprise in its surrounding market environment.
The 3 most common methods of strategic analysis:
SWOT analysis;
construction of Probability/Impact matrices;
creating a register of risks and opportunities.
The purpose of SWOT analysis (Strength - strength, Weak - weakness, Opportunity - opportunities and Threat - threats) is to determine the strengths and weaknesses of the company, to establish their connections with external opportunities and threats.
Based on the results of the analysis, company strategies are developed aimed at using opportunities and eliminating threats to development.
“Probability/Impact” matrices are built separately to position the opportunities of the company’s external environment and to position the threats to the company’s external environment.
In each of the matrices, opportunities and threats are distributed according to the likelihood of their occurrence and the strength of their impact on the company.
Matrices help control external factors and develop business development strategies.
Creating a register of risks and opportunities involves a more detailed analysis compared to the two previous methods. First, risks and opportunities in both the external and internal contexts of the company are identified. Next, the identified risks and opportunities are assessed according to the likelihood of their implementation and the degree of impact on the company’s business. Then a matrix of risks and opportunities is formed, which reflects the total degree of influence of the assessed risks and opportunities (“High”, “Medium”, “Low”). The final stage is drawing up a register of risks and opportunities. It records all the risks and opportunities that are significant for the company, ways to minimize and implement them (essentially, these are the company’s strategies), as well as the responsible (owners) of each of the risks and opportunities.
Conclusion
When choosing a company development strategy, you should focus on your strengths (high quality products, service maintenance buyers, positive business reputation) to take advantage of business expansion opportunities (increasing sales, releasing a new type of product, providing additional services buyers).
At the same time, it is necessary to strengthen its weaknesses (depreciation of funds, insufficient qualifications of personnel, dependence on loans) in order to minimize the risk of external threats (rising prices for raw materials, increasing competition in the market, decreasing consumer demand).
Development of mission and development strategies of the organization
To understand in which direction to move and develop, the company should first of all decide on its mission, i.e. main goal of its existence.
The mission of the organization necessarily reflects the scope of its activities and its final goal. Based on the adopted mission, company development strategies are developed that will ensure the fulfillment of the mission.
Development strategies, firstly, should cover all aspects of the company's mission, and secondly, should not deviate from its meaning.
Compliance with the first condition is necessary for the successful implementation of the company's mission, the second - in order not to divert the company's resources and efforts to solve problems that do not serve the fulfillment of the company's mission.
When developing company development strategies, it is necessary to carefully check their relationship with the approved mission.
Since development strategies within the company are global in nature and their implementation requires the efforts of all divisions of the company, it is necessary to translate them into the strategies of individual divisions so that the managers and personnel of each division clearly know their goals and tasks for implementation overall strategy companies.
In addition, dividing the company's strategy into divisional strategies ensures that the correct targets for achieving the strategy are set. Agree, if a company has one target indicator for everyone, which is formed as a result of the work of several departments, in the end it is impossible to understand which of them did not do their part of the work and who exactly is to blame for the fact that the overall target indicator was not achieved.
An example of such a broadcast for the Volga company looks like this (Fig. 2).
We formulate strategic goals for the company's development
However, the formation of a strategic development plan for a company is not limited to the development of a mission and strategies. In addition to the direction of action itself (i.e. strategy), it is also necessary to develop criteria for success (target indicators) and ways to achieve them (business development plans). Only in this case can you be sure that the company has a clear program for achieving its mission, supported by action plans and calculations of the resources necessary for their implementation.
Strategic goals (or key target indicators) must be specific and measurable, so that at the end of any period it is clear to what extent the strategy has been implemented and what the dynamics of its implementation are.
For example, if such a target strategy indicator as increasing sales volumes can be expressed as a percentage increase compared to the volumes of the previous period or in a specific amount. And if the goal is the implementation of an event, then the expected completion date of this event should be indicated as an indicator of its achievement.
Strategic goals are set, as a rule, for a year and subsequently adjusted based on the actual results of the company's work.
To visualize indicators of the implementation of development strategies, use a map of strategic goals, which indicates:
general company strategies;
division strategies;
key areas for strategy implementation;
target indicator for each strategy;
owner of the target indicator (division responsible for implementing the strategy).
An example of a map of strategic goals is in table. 1.
We develop a business plan for the development of the organization
One of the most important sections of the strategic development of an enterprise is the business plan of the company’s activities for the forecast period.
4 key functions business plan:
Transforms strategic development goals into indicators of the company’s financial and economic activities for the forecast period.
Serves as a source for checking the realism of the developed strategies (by comparing forecast indicators with the company’s resource capabilities).
It is the basis for developing budgets for the company as a whole and its divisions for the year.
Acts as a guide for adjusting the company's development strategies for subsequent periods.
Typically, business plans are drawn up for a period of three to five years; there are options for up to ten years.
The main criteria for choosing a strategic planning period are the current market situation and the position of the company. For example, if the market situation is quite stable and the company has been successfully operating in it for a long time, it can afford to predict results for the long term based on a “strategy for success.”
If the market is hectic and the company does not feel stable enough, it is forced to work on a “survival strategy”, in which long-term forecasting is impractical due to the uncertainty of the further development of the situation. In this case, a business plan is drawn up for a period of one to three years.
The business plan of the Volga company for a three-year period is in table. 2.
As evidenced by the business plan data, the company's strategies and their targets are realistic and quite achievable. The Volga company leads profitable business, its operating income is sufficiently balanced and allows it to maintain a given rate of profitability while increasing sales volumes.
Due to the growth of net profit, the company can also solve the problem of high dependence on external financing by investing the profits received in replenishing working capital for running the business.
Ensuring the relationship between strategies, business development plans and budgets of the organization
Ideally, when developing a strategic development plan, a company must ensure the relationship between strategies, business development plans and budgets of the company and divisions. This relationship guarantees successful implementation strategic plan, because the target indicators of the company's strategies will be tied to the parameters of the business development plan, on the basis of which all the company's budgets are planned. Consequently, the implementation of budgetary objectives will lead to the achievement of the company’s strategic goals. Visually, this relationship is presented in Fig. 3.
Using the example of the strategic development plan of the Volga company that we are considering, we will see if there are any connections between the above plans.
In the final part of the strategic development plan of the enterprise, include a description of risk management methods, since long-term planning the level of uncertainty increases simultaneously with the increase in the planning horizon.
While it is quite possible to achieve a high level of data accuracy and ensure the interconnection of all elements of planning when drawing up a forecast for a year, when developing a strategic plan for five years, a significant number of assumptions and assumptions about the development of the situation must be made. Therefore, it would be a good idea for all interested parties (owners, management, management) to understand, when agreeing on a strategic plan, what risks may hinder its implementation and what the company can do to minimize their occurrence.
Conclusion
A complete strategic development plan for an enterprise includes the following sections:
- The results of the analysis of the external and internal context of the organization at the time of development of the plan.
- Description of current activities and long-term development goals of the organization.
- Description of the company's mission and development strategies.
- Functional strategies of company divisions.
- Description of projects for the development of the company.
- Business plans for the implementation of development projects.
- Description of risk management methods for implementing the strategic plan.
Development of a strategic development plan is the basis for choosing long-term goals of the enterprise and ways to achieve them. Strategic planning helps to effectively allocate and use company resources to achieve the main goals and objectives of the chosen mission.
Please note: it is necessary to systematically monitor the approved plan so that it does not lose its relevance, and conduct an audit of the company’s strategies, since the market situation and internal processes of the company can change significantly under the influence of factors that did not manifest themselves at the time of development of the strategic plan. It is better to quickly identify the ineffectiveness of the chosen path than to stubbornly continue to waste the company’s time and resources on achieving a goal that has lost relevance.
At its core, strategic planning is an ongoing process in which a company must find the shortest and most effective path to success.
Strategic planning forms a plan for the long term (over 3-5 years, depending on the stability and uncertainty of the external environment) and defines the enterprise development strategy as the basic basis for the stable and sustainable long-term functioning of the company. In accordance with this, strategic planning identifies and takes into account economic patterns in the interaction of many internal and external economic processes, factors and phenomena.
The process of strategic planning at enterprises includes the implementation of the following interrelated functions:
1) determination of the long-term perspective, basic ideals, goals and objectives of the development of the enterprise;
2) creating conditions for reliable and stable long-term development of the enterprise;
3) formation of prerequisites effective activities enterprises based on the implementation of the strategy through a set of current and medium-term plans.
In accordance with this, in the process of strategic planning, justification is carried out:
The long-term development goal of the enterprise, its clarification taking into account changes in the conditions of its activity;
Enterprise development strategy, which formulates the concept and main directions of development;
Plan for long-term (strategic) development of the enterprise.
The strategic plan identifies tasks that, in accordance with the concept, must be solved to achieve goals at each stage of enterprise development. It indicates the main parameters of development, enlarged quantitative and qualitative indicators. The strategic plan combines two aspects of planning - target and resource, i.e. it links goals with the possibilities of achieving them, which presupposes internal consistency of its indicators and sections. Since resources may be limited at each stage of enterprise development, the strategic plan not only provides for achieving goals with their help, but also develops methods for expanding the types and increasing the volume of these resources.
Strategic planning allows you to transform long-term, stable and competitive development activities of any enterprise into a controlled process of purposeful movement from the initial state of affairs (if it does not satisfy management) to the intended goal. The trajectories of such movement can be different, each of them corresponds to a specific development option, and choosing the most effective option is one of the tasks of strategic planning.
The development of any plan is based on the definition of the initial and final states, on which attention is focused in the process of drawing up the plan.
In strategic planning, when determining the final state of an enterprise in the long term, two approaches are used: planning from the achieved level in accordance with established patterns and trends in the development of the enterprise and planning from final goals. In the first case, it is assumed that the existing growth rates and the mechanism for managing the enterprise’s activities do not change significantly during the planning period.
This takes into account resource capabilities, their expansion and qualitative improvement within the existing rates and proportions. An important task solved with this approach is to achieve the appropriate parameters of balance between resources (material, financial and labor) and the volume of activity of the enterprise. Methodologically, this approach consists in optimizing, based on expected resources, the growth rate of sales and production of goods and services, as well as the proportions of development of enterprise divisions. These procedures culminate in the development of measures to improve the efficiency of use of the resource base. The approach that takes into account resource capabilities must be considered in conjunction with the target approach.
Planning from ultimate goals involves:
Clarification of the goals and objectives of the enterprise, taking into account forecast indicators related to the internal and external environment;
Justification of the desired (ideal) state of the enterprise in the long term, taking into account the external conditions of its functioning;
Analysis of the main conditions and features of the internal environment, analysis of the stages and patterns of development of the enterprise’s activities in the future upon reaching the desired level, assessment of the problems arising in this case, clarification of the degree of provision with the necessary material and labor resources target development option for the enterprise;
Clarification and interconnection of indicators of the enterprise’s strategic plan, taking into account resource limitations, possible changes in the behavior of competitors, as well as changes in the preferences of consumers of goods and services (by type of activity of the enterprise).
These two approaches involve the use of planning methods differentiated adequately to the procedures and idea of the strategic plan.
In accordance with this, when developing a strategic plan, the following planning methods are used:
Extrapolations - planning from the achieved level based on trend models, multifactor mathematical model;
Program-target - planning from final goals based on a set of target standards and indicators that describe the ideal state of the enterprise in the future;
Simulation modeling is the establishment of maximum permissible parameters for the development of an enterprise, the construction of a model of controlled and uncontrollable factors in order to study the degree of their influence on the development of the enterprise in the future (based on the simulation model, the interconnection of program-targeted and extrapolation development options occurs by searching for the most rational targeted development enterprises taking into account internal and external environmental factors);
Network planning is one of the forms of graphical reflection of the content of work and the duration of implementation of strategic and long-term plans.
In the set of methods, the use of network planning should be highlighted, which helps solve the following problems:
Synchronize the development of activities and divisions of the enterprise upon achieving the parameters of the enterprise’s strategic plan;
Reasonably select the development goals of the enterprise divisions, taking into account the planned final results based on breaking down the set of goals and objectives into specific activities and identifying their executors;
Set tasks for departments based on their relationship with the strategic plan of the enterprise;
Involve direct performers of the main stages of the planned work in drawing up plans;
Predict the timeliness of completion of major work focused on the critical path;
Determine the need for resources and coordinate their supply and rational use;
Draw up network schedules for the execution of work, taking into account the formation of a unified network schedule and schedules for the execution of work by departments.
Strategic planning helps an enterprise to effectively use its existing advantages and create new potential for successful activities in the future. The Strategic Planning Service acts as an internal consultant to managers, providing the necessary information to make informed decisions.
Development of a strategic plan includes the following stages:
Formation of goals for the long-term development of the enterprise and their disaggregation into a set of tasks;
Justification of the concept of long-term development of the enterprise, ensuring the achievement of the set goal;
Determination of long-term forecasts for the development of the enterprise under various options for changing the external environment and possibilities for changing internal potential;
Justification of the directions and indicators of the strategic development plan of the enterprise, including business plans for an investment or entrepreneurial project.
Let's take a closer look at each of these stages.
The 1st stage - the formation of goals for the long-term development of the enterprise - is very important, since when justifying the goal, the long-term results of the enterprise’s activities are anticipated, the most general guidelines and mission for the development of the enterprise are formed.
Basic rules for justifying a goal:
Must be specific and understandable (goal measurability);
Must be achievable in the foreseeable future (realistic goal);
It can be broken down into a set of tasks that ensure the achievement of the goal, i.e., it can be possible to build a “tree of goals” (comparability of goals and tasks);
It should formalize the mission (main functional purpose) of the enterprise in the long term (specificity of the goal).
The goal is formulated by top management and predetermines the concentration of efforts on its implementation. The importance of defining goals is due to the fact that they:
They are the foundation for planning, management, organization, coordination and control;
Determine the prospects of doing business;
Serve as a guide in shaping the image of the enterprise.
There are eight key spaces within which the enterprise defines its goals:
1. Market position (share and competitiveness).
2. Innovativeness of production processes and sales of products and services.
3. Profitability of the enterprise.
4. Resource-intensive products and services and the possibility of additional attraction of resources.
5. Mobility of management: organizational structures, forms and methods of interaction, motivation, etc.
6. Qualification composition of personnel and the possibility of changing it.
7. Social consequences changes and their impact on the level of development of the enterprise.
8. Ability to quantify the goal. The formulated goal is disaggregated through a set of tasks, then the tasks are detailed into activities that are specified into target standards and indicators that determine the ideal future state of the enterprise.
Stage 2 - justification of the concept of long-term development. The concept as a system of views on the prospects of an enterprise is based on future opportunities and risks, and also relies on the resource potential of the future (technology, equipment, personnel, etc.). The implementation of this goal involves taking into account three basic conditions in substantiating the concept:
Sustainability economic relations both within the enterprise and in the external environment;
The efficiency of the enterprise at all stages of its development;
Innovativeness of strategic directions.
These conditions for determining the concept of enterprise development are based on three main approaches:
Minimization of costs for the production and sale of products and services and the formation on this basis competitive advantages- a very vulnerable strategy, especially for enterprises;
High level of specialization and, on this basis, increased quality characteristics products and services - the allocation of a basic service or product with the subsequent diversification of related and additional services, ensuring the effect of “synergy” due to the complexity and mutual support of the system of production, promotion and sale of products and services;
Focusing on only one market segment, studying its needs and specializing in maximizing their satisfaction.
Based on this, four groups of basic conceptual strategies are distinguished:
Concentrated growth strategy - includes plans to strengthen market positions; searching for new markets for existing goods and services; modernization of a product or service for sale in the existing market;
Growth strategy by increasing the number of structures (integrated growth), including horizontal mergers of enterprises in the same market segment, production or sales (creation of a network of enterprises of the same profile); vertical mergers along the production-distribution-sales chain, carried out under different organizational and legal conditions; conglomerate mergers of enterprises from different sectors of the economy in order to diversify activities);
Strategy for diversified growth through the production of new goods and services;
Downsizing strategy - involves a liquidation plan where a business cannot operate its existing business so it sells all or part of its business.
In addition, enterprise strategies are divided into levels:
Corporate - involves strengthening positions in the market, forming corporate interests and goals, culture;
Business (business strategy) - developed by type and area of activity based on corporate strategy;
Functional - managerial, i.e. justification of approaches to ensure effective management on the implementation of business strategies;
Operational - includes the strategy of logistics, commerce, production, and sales, ensuring the implementation of the business strategy.
Stage 3 - development of forecasts for the long-term development of the enterprise (at least three options). Forecasting the development of an enterprise takes into account changes in the external environment, which implies:
Determination of market potential and its conditions;
Changes in quality needs for products and services;
Growth in household income and areas of its use (as a growth factor);
Changing the internal environment:
Increase in production volumes and sales of products and services;
Qualitative and quantitative changes in resource potential;
Competitiveness and sustainability of the enterprise.
Forecasting can be carried out using trend models, target standards, using economic-mathematical, simulation and network modeling.
Practical modeling tasks are:
Analysis and forecasting of the economic situation inside and outside the enterprise;
Analysis and forecasting of sales markets and logistics;
Preparation of planned decisions regarding the subsequent activities of the enterprise.
Each of the methods produces its own version of the forecast, which is subsequently compared, analyzed, assessed from the point of view of the possibility of developing the enterprise under different options, and the degree of controllability of the forecast indicators is determined. There must be at least three forecast options: minimum, maximum and most likely.
It is advisable to develop forecasts for periods exceeding the periods of the long-term (strategic) plan.
Stage 4 - development of a long-term plan involves assessing and selecting the most effective and realistic forecast option, and its specification. In the long term, goals and strategies are expressed in planned indicators and tasks (in aggregate form, sometimes in maximum values).
The range of strategic plans includes:
1. Company-wide consolidated strategic plan:
A company-wide business portfolio, which determines prospects by type of business and areas of activity of the enterprise;
Strategies and key indicators of enterprise development, taking into account set goals and forecast calculations;
Plan of strategic transformations (changes in types and objects of activity; creation of a network of enterprises, etc.).
2. Plans by type of business:
Business portfolios by type of business and areas of activity;
Key indicators of business development;
Plans for new products and technologies.
3. Strategic plans for the development of functional areas of the enterprise:
Commercial activities;
Production development;
Development of logistics;
Development of complex functional areas of activity (marketing, personnel, etc.).
4. Plan for improving the organizational structure and legal form enterprises:
Enterprise reorganization plan as legal entity(taking into account changes in the tasks being solved, volumes and structure of economic activity);
Reengineering (redesign) of the organizational structure of the enterprise:
5. Plans for improving the management system (management):
Placement and reserve of management personnel;
Personnel development;
Improving the organizational structure of management;
Improving the personnel incentive system;
Development information system management.
This approximate list of strategic plans for each enterprise is specified taking into account the purpose and development strategy of the enterprise, as well as taking into account the completeness and reliability of information characterizing the future conditions of its activities.
The draft strategic plan is submitted for discussion general meeting shareholders or other management bodies, where it is considered as the general direction in the activities of the enterprise. It is advisable to involve ordinary employees in the discussion to participate in the development of the most promising areas of activity. Strategic plan approved supreme body management, acquires a directive nature and is implemented in stages, mainly through the inclusion of strategic indicators in current plans and ensuring their implementation.
Current planning is a short-term strategy that implements a long-term (strategic) plan. The current plan is being developed by:
In development of the strategic plan;
As a rule, at all levels of management;
For a shorter period of time compared to the strategic plan;
To determine the results of strategy implementation in a shorter period of time.
In the system of plans (strategic and current), the implementation of strategy means:
Definition of indicators current plans the work of the enterprise taking into account their strategic significance;
Formation of procedures for the implementation of planned indicators with the definition of specific resources for them, justification of a set of tasks for each division of the enterprise;
Action planning and development of calendar plans and schedules;
Monitoring the progress of strategic and current plans.
Thus, the implementation of strategic plans involves their interconnection with current ones and the formation of a planning system in an enterprise with different time horizons.
The methodology of any science is a unity of ideological and methodological principles and methods of scientific knowledge, as well as specific, private methods 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 targeted use of cognitive logic, scientific principles and methods of cause-and-effect and situational analysis, selection and evaluation of decisions 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 highlight its systematic nature, characterized by qualitative elements of the methodological approach: comprehensive, structural-functional, program-targeted, multiplicative, social-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, forecasting and evaluative approaches to the development of goals, concepts, programs and plans for the development of a management object.
Planning is a specific form of processes of social practice of people. In management, this is a priority function of development, analysis, justification and adoption. 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. In its content, this activity is the subject of planning.
In nature and public life a mechanism of cause-and-effect relationships is laid down, which, in relation to the development of types and processes of human activity, acquires the property of being systematic.
Orderliness– this is the conscious achievement of a set goal through the preliminary determination of actions, taking into account their sequence, interconnection, proportionality with one’s resources and capabilities in relation to impacts environment.
Forms of planning are varied and are associated with all functions and tasks of management at all its levels: megaeconomic – interstate, macroeconomic – national (federal), mesoeconomic – regional (federal subjects, territorial and local government), sectoral, intersectoral entities, etc., microeconomic – business associations, businesses and households.
The concept of strategic planning is based on taking into account the following factors:
- 1. Strategy as a logically integrated sequential decision-making system must be proactive (anticipating the influence of the environment) and precede practical actions.
- 2. Strategy defines the purpose of the firm, its long-term goals, plans of action and allocation of resources.
- 3. Choosing a strategy means determining the organization’s competitive niche and its scope of activity.
- 4. The strategy takes into account the strengths and weaknesses of the organization, as well as the opportunities and threats arising in the external environment.
- 5. The strategy logically justifies the distribution of tasks at the highest and middle levels of management, which ensures coordination of functions and organizational structure.
- 6. The strategy can be considered the rationale for the existence of the organization: it should describe the economic and other benefits of the owners (shareholders).
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