Strategic planning is the most important type of managerial activity in an enterprise. Development big business requires building well-designed plans, effective implementation of the decisions that they provide, as well as an adequate assessment of the results of work. What are the main steps strategic planning? What factors can influence their content?
What is strategic planning?
Before exploring the stages of strategic planning as the most important element of enterprise management, let's consider the approaches of researchers to understanding the essence of the corresponding term.
There is a widespread point of view according to which strategic planning can be understood as the process of developing and maintaining mechanisms to ensure a balance between long-term business goals and the possibilities of achieving them in the current market conditions. The main task of strategic planning is the identification by management of fundamental resources, due to which the prospective development of the enterprise is possible.
Key planning steps
The main stages of strategic planning, according to researchers, can be recorded in the following list:
- definition of key business objectives;
- analysis social environment in which the enterprise operates (in market, legal, political aspects);
- choosing an effective strategy;
- implementation of the provisions of the strategy;
- evaluating the results of solving the tasks set.
Let us now consider the specifics of the marked points in more detail.
Planning Stages: Setting Goals
So, the first stage of strategic planning is the formation of key goals. If we are talking about a company that is considered commercial and operates on a free market, then the corresponding item in the plan may be related to the process of market expansion. Thus, key business development goals can be related to:
- with a specific market share,
- with an increase in revenue to specific indicators,
- with the provision of brand representation in such and such a geography of the market.
Goal setting will largely depend on the current stage of business development. So, for a start-up enterprise, perhaps, the priority will be just the same capitalization, accompanied by an increase in revenue or the value of fixed assets. For larger businesses, the emphasis in development will probably be formed based on the need to expand the geography of its presence in the market.
The first stage of strategic planning may include an activity that involves some philosophical aspects of the company's development. That is, the firm can set itself a goal that is not only to achieve some economic indicators, but also, for example, designed to solve a significant social, ideological problem. As, for example, the stimulation of science in the region or the growth of popularity of any educational specializations through the creation of jobs that require appropriate qualifications from employees. It can be noted that some businesses generally do not consider aspects related to profitability when setting an appropriate goal. The philosophical, ideological component of business development becomes a priority for them.
However, no matter what the methodology for setting goals, they must meet a number of criteria. Namely: orientation to a specific period of time, measurability (in units of currency, in the number of specialists in a particular specialization), consistency with other goals, company resources, controllability (there are ways to monitor the processes that accompany the achievement of the goal, as well as intervene in them if necessary) .
Once the objectives are set, the firm can begin to implement the next steps in the strategic planning process. In particular, the analysis of the social environment. Let's take a look at its key features.
Planning stages: analysis of the social environment
The stages of strategic planning include those that are associated, as we noted above, with the analysis of the social environment in which the company operates. The components of this can be: market, legal, socio-economic, as well as political sphere.
What are the most important characteristics of the first section of the social environment? Among these:
- the level of competition (which can be assessed, for example, based on the number of players operating in a given segment);
- current and potential intensity of demand;
- characteristics of the infrastructure (the quality of transport communications used by businesses in the course of interaction with suppliers, as well as in the delivery of goods to the end consumer).
If we talk about the legal component of the social infrastructure, then its key characteristics can be called:
- the intensity of taxation, determined by the relevant legal acts- for example, the Tax Code of the Russian Federation, federal laws, regional and municipal sources of law, which fix the criteria for collecting taxes at one level or another;
- the presence of legal barriers to starting a business (this may be expressed in the need to obtain licenses, certificates, other permits);
- predetermined by the provisions of various sources of law, the intensity of inspections and supervisory procedures, reporting obligations to the Federal Tax Service and other authorities.
Regarding the socio-economic sphere, as one of the components of the social environment, it is worth saying that its key characteristics can be as follows:
- the level of purchasing power of the population (if the target audience is individuals);
- solvency of the target category of clients in the status of legal entities;
- current unemployment rates;
- socio-cultural characteristics of the target client group;
- solvency and reliability of suppliers.
Another important component of the social environment in which the company will operate and in relation to which it is necessary to conduct analysis is the political sphere. In some cases, it is advisable for companies that make up the stages of strategic planning to analyze the marked area as a priority. It happens that the state of affairs in politics affects business to a much greater extent than certain economic calculations. The main characteristics of the political sphere as an element of the social environment in which the company will develop are considered to be:
- the level of openness of borders, the availability of certain foreign markets;
- the level of development of democratic procedures in the country;
- political stability in general (predetermined, for example, by the level of public confidence in the authorities).
Some analysts believe that this list should include one more item - the level of political competition, that is, the presence in the system of political institutions of channels through which elections and other political communications Any interested person can participate. The electoral qualification on any grounds must therefore be reduced to a minimum. However, this point of view has a counterargument, which lies in the fact that the effective development of the economy and business can be carried out even with minimal political competition - as, for example, in China or Singapore.
Methods for analyzing the social environment
The most important nuance that characterizes the stages of strategic planning we are considering is the methods that company managers can use in the course of solving certain problems. The correct management tools are especially significant in the analysis of the social environment in which the enterprise operates. Let's study the corresponding methods in more detail.
Modern researchers consider one of the most effective SWOT analysis. SWOT is an abbreviation of the English words strenghts - “strengths”, weaknesses - “weaknesses”, opportunities - “opportunities”, and also threats - “threats”. Thus, each of the above components of the social environment - the market, the legal, socio-economic and political sphere - can be examined for strengths, weaknesses company, opportunities and threats that characterize business communication in interaction: with competitors, if we talk about market analysis, with the state in terms of law enforcement practice, if we talk about the legal sphere, with consumers and suppliers, if we talk about the socio-economic sphere, with political structures .
Another notable method that enterprise managers can use when developing the steps in the strategic planning process is portfolio analysis. It is especially effective in the study of the market component of the social environment in which the company will develop. With the help of portfolio analysis, the company's management can analyze its business model and identify the most and least promising areas of communication with external players, the most effective investment options, the most attractive ideas and concepts for the development of the company.
So, after the problem under consideration, which includes the stages of strategic planning - analysis of the social environment, has been solved, the company's managers can move on to the next one - choosing an effective business development strategy. Let's consider it in more detail.
Stages of planning: choosing a strategy
What can be the strategic plans considered by the managers of the enterprise? The stages of strategic planning considered by us can, as we noted above, line up at different stages of the development of the company.
Thus, the specifics of planning for a company that has just entered the market, and the priorities determined by the managers of a company that has already become a major player, can differ significantly. Therefore, the choice of a company's development strategy can be largely determined by the stage at which the company is building a business. Of course, the results of analytical studies conducted using the SWOT method, portfolio approach or other tools will also be a significant factor.
Modern experts distinguish the following main business development strategies: stability, growth, reduction. It is also possible to combine them - in this case, a combined strategy is built. Let's study their specifics.
Stability strategy
One of the factors determining the choice of priorities in the development of the company may be, as we noted above, the analysis of the social environment of the enterprise included in the stages of development of strategic planning. In the event that he shows that the current conditions in which the company has to work do not contribute to its active growth, then the management may decide to choose a stability strategy. A similar scenario is possible if, for example, analytical work reveals that the market segment in which the company develops is sufficiently saturated, the level of purchasing power of target customers is average, and the political situation does not allow us to count on expanding the brand's presence in foreign markets. The characteristics of a stability strategy, if we talk about a modern commercial enterprise, can be:
- use priority own funds companies;
- limited intensity of attraction of credit funds and portfolio investments;
- focus on reducing costs and increasing, as a result, the profitability of the enterprise;
- Ensuring revenue growth - if possible, optimizing current production operations.
In general, the characteristics of the stages of strategic planning associated with the determination of development priorities will reflect the company's desire to develop at an average pace, use predominantly conservative approaches to business management, and refuse to invest in concepts that are highly likely to be ineffective for all their external attractiveness.
Growth strategy
An analysis of the social environment in which the company will operate can show, for example, that the level of competition in the current market segment is low, the political environment favors interaction with foreign suppliers, and the purchasing power of target customers is high.
In this case, the approaches by which management builds the stages of the organization's strategic planning can be characterized by the desire of the company's leaders to ensure:
- more intensive revenue, possibly accompanied by an increase in costs and a decrease in profitability, but in absolute terms capable of generating more profit;
- active lending, attraction of investors;
- investments in promising innovative concepts.
Reduction strategy
Another possible scenario is that the results of the analytical work indicate that the social working conditions of the company are far from optimal. This can be expressed, for example, in an increase in unemployment and, as a result, a decrease in the purchasing power of the company's target customers.
In this case, the current scale of the business may be unprofitable. As a result, management, building the stages of development of strategic planning, may decide to choose a strategy for reducing the business. Its main characteristics:
- refusal to invest in any major projects;
- reduction of the geographical presence of the brand in regions where the profitability of the business is low;
- cost reduction in order to increase the company's profitability at current turnover;
- early repayment of loans.
What can be a combined business development strategy? As a rule, its application means that the use of certain approaches is predetermined by the state of affairs in a particular business area or in a separate region where the brand is present.
It may well turn out that in one state where the company operates there is an economic crisis, while in another there is a steady growth of the national economy. As a result, the management that builds the stages of developing strategic planning may decide to apply a growth strategy in the first country, stability or reduction in the second. The same decision-making principle can apply to different areas of production. For example, it may turn out that the production of televisions is less profitable than the supply of irons to the market. As a result, the management, determining the stages of strategic planning at the enterprise, may decide to make the production of TV sets less intensive, reducing, accordingly, investments in this part of the business, and as for the supply of irons, it will send additional funding to this segment.
The next stage of strategic planning is the actual implementation of those scenarios that are conceived by the company's management. The main task in this case is to determine the responsible persons and structures of the company who will be directly involved in the practical implementation of the methods and approaches adopted at the level of top managers. Let's study it in more detail.
Planning Stages: Strategy Implementation
The sequence of stages of strategic planning includes, therefore, not only the theoretical part, but also the practice of implementing those decisions that have been developed by the management of the enterprise. As we noted above, the key task in this case is the appointment of responsible persons who will be directly involved in the activities under consideration. The company's management will, first of all, competently delegate the necessary powers to the level of subordinate structures. In addressing this challenge, managers will need to pay attention to:
- determining the mechanisms for financing the necessary activities;
- building internal control and reporting procedures;
- determining the criteria for the quality of work of responsible persons and structures of the organization that are involved in the implementation of the chosen strategy.
After the decisions made by managers are put into practice, it is necessary to trace their effectiveness, evaluate the results of the managers' work.
Planning stages: evaluation of results
The considered stage has a very simple content. In fact, all that needs to be done by managers or those structures that are responsible for evaluating the results of the practical implementation of approaches to business development is to compare the results with the goals that were set at the first stage. In some cases, it may also be necessary to correctly interpret the results - when it comes to reporting to the owners or investors of the company.
So, strategic planning includes stages arranged in a certain logical sequence. The most important thing for managers is to follow the order in working on each of them. This criterion is one of the key ones in terms of achieving the desired results in business development.
INTRODUCTION
Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions, the functions of organization, motivation and control are focused on the development of strategic plans. A dynamic strategic planning process is the umbrella under which all managerial functions Without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way to assess the purpose and direction of the corporate enterprise. The strategic planning process provides the framework for managing the members of an organization. Projecting everything written above on the realities of the situation in our country, it can be noted that strategic planning is becoming more and more relevant for Russian enterprises that enter into fierce competition both among themselves and with foreign corporations.
STRATEGIC PLANNING AS A MEANS OF ACHIEVING THE GOAL.
Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals. The strategic planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent. There are four main types management activities as part of the strategic planning process:
Resource allocation
Adaptation to the external environment
Internal coordination
Organizational strategic foresight
Resource allocation.
This process involves the allocation of limited organizational resources such as funds, scarce managerial talent and technological expertise. For example, in 1994, the Moscow Cellular Communications company decided to reorganize its structure somewhat, namely, the fixed-line service cellular communication, which has grown from an additional to one of the main services, the MCC department of the firm "Tarkop" began to deal with. This decision made it possible to somewhat reduce the staff of the MCC, which, of course, reduced costs, and at the same time fully represent the fixed cellular service on the market, because the Farkop company was founded as a result of the distribution of organizational resources and fully met the necessary requirements (First of all, a qualified personnel and technological experience).
Adaptation to the external environment
Adaptation covers all actions of a strategic nature that improve the relationship of the enterprise with its environment. Enterprises need to adapt to both external opportunities and hazards, identify appropriate options, and ensure that strategy is effectively adapted to the environment. As an example, consider the activities of a Russian manufacturer computer technology Stins Comman. About three years ago, this company entered the computer market, namely the segment represented by powerful workstations. At the dawn of its activity, this company was unable to compete in this market segment with more experienced Russian and Western companies, therefore, not seeing any special prospects, the company's management decided to sharply develop a new market niche - a home computer (HomePC & Half Office), which is based was a low price, the presence of a variety of basic configurations, equipping with promising peripherals, additional technical and, above all, software services (namely, the fact that Amata computers were one of the few that were equipped with a whole package of training rather rare programs). That is, in this case, we see that the company has successfully adapted to the conditions external environment, namely, it moved in time from an unpromising segment to a more promising one.
Internal coordination
Includes coordination strategic activities to display the strengths and weaknesses of the enterprise in order to achieve effective integration of internal operations. Ensuring effective internal operations in the enterprise is an integral part of management activities.
Awareness of organizational strategies
This activity involves the implementation of a systematic development of the thinking of managers by forming an enterprise organization that can learn from past strategic decisions. The ability to learn from experience enables an enterprise to correctly adjust its strategic direction and increase professionalism in the field. strategic management. The role of the senior manager is more than simply initiating the strategic planning process, it is also involved in implementing, integrating and evaluating this process.
The model of the strategic planning process is shown in Figure 1.
ESSENCE OF STRATEGY
Word "strategy" derived from the Greek strategos,"the art of the general." The military origin of the term should come as no surprise. Exactly strategos allowed Alexander the Great to conquer the world.
The strategy is a detailed comprehensive plan designed to ensure the implementation of the organization's mission and achievement of its goals.
Several key messages related to strategy need to be understood and, more importantly, accepted by top management. First of all, the strategy is mostly formulated and developed by top management, but its implementation involves the participation of all levels of management. The strategic plan must be supported by extensive research and evidence. To compete effectively in today's business world, an enterprise must constantly collect and analyze vast amounts of information about the industry, competition and other factors.
The strategic plan gives the enterprise certainty, individuality, which allows it to attract certain types of workers, and, at the same time, not to attract other types of workers. This plan opens the door for an enterprise that directs its employees, attracts new employees, and helps sell products or services.
Finally, strategic plans must be designed not only to remain consistent over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, recognizing that a conflicting and ever-changing business and social environment makes constant adjustments inevitable.
OBJECTIVES OF THE ORGANIZATION (ENTERPRISE)
The first and perhaps the most significant decision in planning will be the choice of enterprise goals. It must be emphasized here that those enterprises that, due to their size, have a need for multi-level systems, also need several broadly formulated goals, as well as more specific goals related to the overall goals of the organization.
Enterprise mission
The main overall goal of the enterprise - a clearly expressed reason for its existence - is designated as its mission. Goals are developed to carry out this mission.
The mission details the status of the enterprise and provides direction and benchmarks for setting goals and strategies at various organizational levels. The company's mission statement should include the following:
1. The task of the enterprise in terms of its main services or products, its main markets and main technologies
2. External environment in relation to the firm, which determines the working principles of the enterprise
3. Culture of the organization. What type of working climate exists within the enterprise?
Mission selection
Some leaders never care about choosing and defining the mission of their organization. Often this mission seems obvious to them. If you ask the typical small business owner what their mission is, the answer is likely to be: "Of course, to make a profit." But if you think carefully about this issue, then, the inconsistency of choosing profit as a common mission becomes clear, although, undoubtedly, it is an essential goal.
Profit is a completely internal problem of the enterprise. Because an organization is an open system, it can only ultimately survive if it satisfies some need outside of itself. To earn the profit it needs to survive, a firm must pay attention to the environment in which it operates. Therefore, it is in environment management seeks the overall purpose of the organization. The need for mission choice was recognized by prominent leaders long before the development of systems theory. Henry Ford, a leader with a deep understanding of profit, defined Ford's mission as providing people with cheap transportation.
The choice of such a narrow mission of the organization as profit limits the ability of management to explore acceptable alternatives when making a decision. As a result, key factors may not be considered and subsequent decisions could lead to a low level of organizational performance.
Target characteristics
General production goals are formulated and set on the basis of the overall mission of the enterprise and certain values and goals that top management is guided by. To make a true contribution to the success of an enterprise, goals must have a number of characteristics:
Specific and measurable goals
Orientation of goals in time
Achievable Goals
ASSESSMENT AND ANALYSIS OF THE EXTERNAL ENVIRONMENT
After establishing its mission and goals, management should begin the diagnostic phase of the strategic planning process. The first step is to study the external environment. Managers evaluate the external environment according to three parameters:
1. Evaluate changes that affect different aspects current strategy
2. Determine what factors pose a threat to the current strategy of the firm.
3. Determine which factors provide more opportunities to achieve company-wide goals by adjusting the plan.
Environmental analysis is the process by which strategic planners control factors external to the enterprise in order to identify opportunities and threats for the firm. Analysis of the external environment helps to obtain important results. It gives the organization time to anticipate opportunities, time to plan for possible threats, and time to develop strategies that can turn past threats into any profitable opportunity.
In terms of evaluating these threats and opportunities, the role of environmental analysis in the strategic planning process is essentially to answer three specific questions:
1. Where is the business located now?
2.Where, according to senior management, should the enterprise be located in the future?
3. What should management do to move the enterprise from the position it is in now to the position where management wants it to be?
Threats and opportunities faced by an enterprise can usually be divided into seven areas (Figure 2).
MANAGEMENT SURVEY OF INTERNAL STRENGTHS AND WEAKNESSES OF THE ENTERPRISE
The next problem that management faces will be to determine whether the enterprise has internal forces. The process by which a diagnosis of internal problems is made is called a management survey.
Management survey is a methodical assessment of the functional areas of the enterprise, designed to identify its strengths and weaknesses.
Marketing.
When examining the marketing function, there are seven general areas for analysis and research that deserve attention:
1. Market share and competitiveness
2. Variety and quality of product range
3. Market demographic statistics
4. Market research and development
5. Pre-sales and after-sales customer service
7. Profits
Finance / Accounting
An analysis of the financial condition can benefit the organization and help improve the effectiveness of the strategic planning process. A detailed analysis of the financial condition can reveal existing and potential internal weaknesses in the organization, as well as the relative position of the organization in comparison with its competitors. The study financial activities can open to management areas of internal strengths and weaknesses in the long term.
Operations
Critical to the long-term survival of an enterprise is continuous review of operations management. Here are some key questions that need to be answered in a survey of the strengths and weaknesses of the operations management function.
1. Can we produce our goods or services at a lower cost than our competitors? If not, why not?
2. What access do we have to new materials? Are we dependent on sole supplier or a limited number of suppliers?
3. Is our equipment modern and well maintained?
4. Are purchases designed to reduce inventory and lead times? Are there adequate controls on inputs and outputs?
5. Are our products subject to seasonal fluctuations in demand, which forces us to resort to temporary dismissal of employees? If so, how can this situation be corrected?
6. Can we serve markets that our competitors cannot serve?
7. Do we have an effective and efficient quality control system?
8. How effectively did we plan and design the production process? Can it be improved?
Human resources
The root of most problems in organizations can ultimately be found in people. If an organization has qualified employees and leaders with well-motivated goals, it is able to follow various alternative strategies. Otherwise, improvements should be sought because the weakness is most likely to jeopardize the organization's future performance.
Culture and image of the enterprise
The culture and image of an enterprise is reinforced or weakened by the company's reputation. Does the firm have a good reputation for achieving its goals? Was she consistent in her activities? How does this enterprise compare to others in the industry?
EXPLORING STRATEGIC ALTERNATIVES
The enterprise has four strategic alternatives - limited growth, growth, reduction, and a combination of these options.
Limited growth.
The strategic alternative followed by most organizations is limited growth. A limited growth strategy is characterized by setting goals from what has been achieved, adjusted for inflation. The limited growth strategy is applied in mature industries with static technology, when the organization as a whole is satisfied with its position.
Growth
The growth strategy is implemented by annually significantly increasing the level of short-term and long-term goals above the level of the previous year's indicators. The growth strategy is applied in dynamically developing industries with rapidly changing technologies.
Reduction
The alternative least often chosen by executives and often referred to as the strategy of last resort is the reduction strategy. Within the reduction alternative, there may be several options:
1. Liquidation
2. Cutting off the excess
3. Reduction and reorientation
Combination
Strategies for combining all alternatives are likely to be pursued by large firms active in several industries. A combination strategy is a combination of any of the three strategies mentioned.
The strategic choices made by managers are influenced by a variety of factors. Here is some of them:
2. Knowledge of past strategies
3. Reaction to owners
4. Time factor
STRATEGIC PLANNING AND ENTERPRISE SUCCESS
Some organizations and businesses can achieve a certain level of success without much formal planning. Moreover, strategic planning alone does not ensure success. However, formal planning can create a number of important and often significant enabling factors for the organization.
The current pace of change and increase in knowledge is so great that strategic planning seems to be the only way to formally predict future problems and opportunities. It provides senior management with the means to create a long-term plan. Strategic planning also provides a basis for decision making. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. Formal planning helps reduce risk in decision making. By making informed and systematic planning decisions, management reduces the risk of making wrong decision due to erroneous or unreliable information about the capabilities of the enterprise or about the external situation. Planning, in so far as it serves to formulate established goals, helps to create a unity of common purpose within the organization. In industry today, strategic planning is becoming the rule rather than the exception.
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Korobova E.V. Section 4. Strategic management
Section 4. Strategic management
4.1. Planning forms. Types of plans
Main stages of planning
Types of planning
In management, the following types of planning are distinguished (depending on the time period of implementation):
- strategic (long-term);
- tactical (medium term);
- operational (short-term).
Let's take a closer look at the characteristics various kinds planning.
Strategic planning covers a long period of time (most often 3 - 5 years). The concept of "strategy" (from the Greek. strategos - the art of a general) was originally used in the military sphere when determining ways to achieve victories.
Strategy modern organization- this is the definition of the main directions of development, based on the external and internal circumstances of its activities.
- The first step in the preparation of strategic plans is the analysis of the environment and the internal potential of the organization.
- The second stage involves the definition of the mission and key goals of the organization.
- The third stage is to develop an organization development strategy.
Today in management theory there are groups of reference strategies.
First group- growth strategies (marketing strategies), which consist in improving the activities of the organization in the areas being implemented, without changing the scope of activities. In this group of reference strategies, the following specific strategies are distinguished:
- strategy for strengthening market positions. For example, a preschool educational institution concentrates its efforts on improving its position in the market by reducing prices, improving the quality of services, actively offering (advertising) them to potential customers (parents);
- the market development strategy involves the development of new markets and the offer of services provided by the organization. For example, an organization educational services children who do not attend kindergarten on a regular basis (creation of short stay groups);
- service development strategy, which consists in the provision of new services in the market already mastered by the organization. For example, replenishment of the range of preschool services with a new service - stretching (a system of exercises to develop flexibility).
It should be noted that these strategies are the most frequently implemented in preschool educational institutions.
Second group- strategies of diversified growth, involving a change in the activities of the organization, its scope and a significant transformation of the services provided.
Diversification(from lat. diversificato: diversus - diverse, cato - I do, build) - building diversity, in management - the organization's response to changes in the environment by transforming its own activities.
An example of the implementation of this strategy will be the creation of a health center for children on the basis of a preschool educational institution, which will require a significant transformation of the activities of the kindergarten, the use of new work technologies, and the coverage of new markets. The most common option for implementing a diversification strategy in the system preschool education is the transformation preschool to kindergarten school. This, on the one hand, complicates the management of the institution, the organization of its work, and on the other hand, it contributes to the expansion of the service market, attracting more clients to the preschool educational institution.
The strategies of this group are the most difficult for their practical implementation, since they require high resource support, the readiness of staff to implement a new strategy, the ability of the manager to analyze and predict the state and development of the markets that the organization enters. However correct definition These strategies allow the organization to survive and take a better position in the market.
Third group- reduction strategies. These strategies are implemented if it is necessary to redistribute forces within the organization in order to successfully adapt it to the conditions of the external environment. The implementation of these strategies is quite painful for the organization. But it should be remembered that the development, growth of the organization is often impossible without the reduction, abandonment of certain areas of the organization's activities.
For example, a decrease in the number of children preschool age visiting kindergartens led to the choice of a strategy to reduce the number of groups in kindergartens. However, many of the managers found a way to survive educational institution, having redistributed internal resources (requalification of teachers, equipping vacant rooms in the garden with special equipment, etc.), they began to implement a strategy for the development of services by creating an art studio, a choreography hall, a physiotherapy room, etc.
Thus, as a result of strategic planning, an organization development program is created, which determines its initial state and the potential of the environment, mission and strategic goals, and develops a strategy for its further transformation.
The prepared strategic plan is a guideline for subsequent tactical planning.
tactical planning carried out for the medium term (1 - 3 years). The term "tactics" (from the Greek. taktikd- the art of building troops) was originally used in the military sphere and meant maneuvering forces aimed at ensuring the implementation of a developed strategy. Therefore, the essence of tactical planning is to determine the tactics of distributing the organization's resources to achieve strategic goals.
The main difference between strategic and tactical planning is that the former answers the question - what is our goals (priorities) in activities, and the second - how shall we achieve them?
Tactical planning in organizations is carried out as part of the preparation annual plans work and plans of the main divisions. Consider the stages of annual planning of the work of an educational organization.
First stage- analysis of the results of the organization's work at the previous stage.
- achieved level of problem solving, its quantitative and
quality characteristic; - analysis of the results of the team's activities in order to
dachas, positive and negative aspects of its activities; - determination of conditions conducive to the receipt of unexpected
rated results; - identifying the causes that caused shortcomings in work, failures in
implementation of plans; - designation of ways to solve problems that will be
wife at the heart of a new planning cycle.
Second phase- determination of the main goals for the subsequent planning period, their ranking. Based on the results of the analysis and strategic plans, the goals and main directions for further work on short term.
After they are defined, it is necessary to build a "tree of goals", which involves the division main goal into constituent parts. This process is called "target tree" design. According to M. M. Potashnik, the design of the "tree of goals" is carried out by decomposing the main goal into sub-goals according to the following rules:
the statement of goals should describe the desired results;
the statement of the main goal should describe the specific result;
at each level, subgoals must be independent and non-derivable from each other;
decomposition ends when a certain elementary level is reached, when the formulation of the subgoal allows us to proceed to its implementation without further explanation.
Decomposition can be graphically represented as a branching graph, where the base is the main goal, and the nodes of the branching structure are subgoals.
Third stage - determination of measures to achieve the set goals. Measures to achieve goals are called a set of means, methods, actions to implement the activities of an educational institution.
At this stage, the content of activities for the planned period is specified; performers and those responsible for its implementation, a mechanism for coordinating their actions; resources to implement the plan.
Fourth stage - discussion and approval of the plan at a meeting of the council of the organization (pedagogical council of the preschool educational institution). Before proceeding with the consideration and approval of the plan within the framework of the work of collegiate bodies, members of the organization are invited to get acquainted with the draft plan, express their opinion, suggest additions, corrections.
In this way, tactical (medium-term) plan allows you to determine the specific goals of the organization and the means to achieve them. It shows not only what needs to be achieved, but also how it can be done.
On the basis of the tactical plan, an operational plan for the work of the organization's employees is developed.
operational planning carried out for a short period (usually covers a period of up to several months).
Operational plans are drawn up on the basis of tactical ones and include the specific content of work by day. This type of planning is practically carried out by every qualified employee of the organization. So, for example, in a kindergarten, a senior teacher prepares a plan for methodological work for a month; the nurse draws up a plan of recreational activities for 30 days; the educator develops a calendar plan for the educational process in the group, etc. For operational planning, employees most often use diaries, in which they indicate the date, time, content of an event. Definition and implementation daily plans each employee of the organization, step by step, brings them closer to achieving the developed development strategy.
3. Forms of planning
When preparing plans, it is possible to use the following forms of planning: text, network and graphic.
Text planning form involves writing a plan in the form of text. This form is widely used when planning work for a year or longer periods of time.
Most often they resort to it when:
- description of the results of the analysis of the work of the organization for the previous period;
- establishing cause-and-effect relationships that led to the achievements of the organization and the problems that arose;
- characterization of the current situation in the organization at the time of planning.
Network planning form involves the use of grids, tables and cyclograms in planning. This form is used for detailed planning of a specific task.
It allows:
clearly display the scope and structure of the problem being solved;
identify and analyze the relationship between various activities;
effectively determine the mechanism for using resources;
avoid overloading plans, their oversaturation.
The cyclogram is the basis of the network planning form. Cyclogram- a form of a plan that reflects regularly recurring events, in particular for the next academic year.
Graphical planning form reflects the content in the form of two-coordinate graphs, charts, histograms. Most often, this form of planning is used to demonstrate quantitative indicators. Its application allows you to visualize the entire amount of work for a year, month, day.
See also:
Lectures Discipline "Management"
Lecture notes discipline "Management"
Questions for the final state comprehensive exam in the specialty "organization management" specialization "Entrepreneurship"
Lectures discipline "Management"
Lectures discipline "Management"
Lectures discipline "Management" Section 5 The system of labor motivation Section The system of labor motivation
Lectures on the discipline "Management" Section Goals and objectives of managing organizations of various organizational and legal forms
Topics for the test in the course "Management"
Program for students in specialties 061100 Management of the organization 061000 State and municipal
School management Plan. The concepts of "management"
Lectures on the Philosophy of History translated by A. M. Woden Hegel G. W. F.
Lectures on the Philosophy of History. SPb.: Nauka, 1993, 2000. 480s. pp. 57-480
STRATEGIC PLANNING
1. Essence and content of strategic planning
Planning- this is the process of determining the goals, objectives and performance indicators of the organization for the future, as well as specific actions (activities) and the material and human resources necessary for their solution.
Strategic planning- this is special kind practical activities, which consists in the development of strategic decisions (in the form of forecasts, draft programs and plans), providing for the promotion of such goals and strategies for the behavior of the relevant management objects, the implementation of which ensures their effective functioning in the long term.
Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them.
Strategic planning provides the foundation for all management decisions. The functions of organization, motivation and control are focused on the development of strategic plans.
Strategic planning enables shareholders and company management to determine the direction and pace of business development, outline global market trends, understand which organizational and structural changes must happen in a company in order for it to become competitive, what are its advantages, what tools does it need for successful development.
Until recently, strategic planning was the prerogative of large international concerns.
11. Planning as the main function of management. Types of plans. Main stages of planning
However, the situation began to change, and, as surveys show, more and more companies representing medium business begin to engage in strategic planning.
Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.
The overall strategic plan should be seen as a program that guides the activities of the firm over an extended period of time, subject to constant adjustments due to the ever-changing business and social environment.
Strategic planning functions:
· The strategic plan sets the direction for the organization and allows it to better understand the structure of marketing research, customer research, product planning, promotion and marketing, and price planning.
· The strategic plan provides each unit in the organization with clear goals that align with the overall objectives of the company.
· The strategic plan stimulates the coordination of the efforts of various functional areas.
· The strategic plan forces the organization to evaluate its strengths and weaknesses in terms of competitors, opportunities and threats in the environment.
· This plan defines alternative actions or combinations of actions that the organization can take.
· The strategic plan provides the basis for allocating resources.
· The strategic plan demonstrates the importance of applying performance evaluation procedures.
Stages of strategy development
The strategic planning process is is a sequential implementation of the following steps:
definition of the mission of the organization;
formation of the goals of the organization;
assessment and analysis of the external environment;
management survey of the strengths and weaknesses of the organization;
· analysis of strategic alternatives;
choice of strategy;
implementation of the strategy;
· evaluation of the strategy.
Mission of the organization- the main overall goal of the organization, expressing the reasons for its existence.
Target- the desired state in the development of the organization. Corporate goals are formed on the basis of the mission of the organization and certain values and goals that top management is guided by.
is the process by which strategic planners monitor factors external to the organization to identify opportunities and threats to the organization.
Management Survey is a methodical assessment of the functional areas of the organization, designed to identify its strategic weaknesses and strengths.
A management review should cover the following:
1. The state of the organization as an object of management and the possibility of increasing its organizational potential:
o Structure and organizational capacity of the organization, its connections and participation in other organizations;
o Status and dynamics of production factors (fixed production assets, labor and information resources);
o Use of existing production potential;
o The state of the internal environment of the organization's development system and its relationship with external organizations that have an impact on development;
2. Activities of the organization by stage life cycle products/technology and improvement opportunities, including:
o Structure of activity;
o Study of social needs and how they are met and used;
o Operation of process equipment;
o Manufacture of products;
o Product circulation (marketing);
o Maintenance of products at the consumer;
o Disposal of products (or participation in this process).
3. The mechanism and organization of management, including:
o Status and opportunities to improve the efficiency of the economic, motivational, organizational and legal mechanism;
o Status and opportunities for improving the management system;
o The quality of managers, principals and functional managers and their ability to deal with new challenges.
The main basic model for developing a strategic plan is considered to be the model of the Harvard Business School, whose leader is rightfully considered K. Andrews. This model has been developed by American researchers for quite a long period of time. G. Mintzberg calls this model the "model of the design school", since it is based on the belief that the formulation of a strategy as a process is based on several basic postulates, which together provide for the design of a strategy.
<= Рисунок 4 Схема разработки стратегии предложенная Гарвардской школой бизнеса
According to this model, the strategic planning process represents a certain point of intersection of the identified opportunities and threats of the external business environment, which are expressed in the form of key success factors, and the strengths and weaknesses of the firm's resource potential, expressed in distinctive developmental abilities.
It is quite clear that the opportunities of the external business environment can be claimed by realizing the strengths of the resource potential of the enterprise. In turn, it is necessary to identify the threats of the external business environment, and to minimize the weaknesses of the resource potential.
The construction of this model of strategic planning is based on the following main methodological principles:
1. The process of forming a company development strategy should be a controlled, conscious process of thinking. The process of forming the company's development strategy should be managed by a top manager.
The model for forming a strategic plan should be fairly simple and informative.
Any company development strategy is unique and is considered as the result of creative design. The latter means that the strategy should contain the conceptual, distinctive goals of a given company, the features of its development, and not be formed according to a certain template.
The process of formulating a strategy should be completed only when the alternative strategies have a complete description and the final choice of the best one has been made.
The development strategy of any company should provide for the development of a specific mechanism for its implementation.
In addition, a very interesting approach to the formation of a strategy evaluation system was proposed:
Consistency: the enterprise development strategy should not contain conflicting goals and programs.
Consistency: the strategy should provide an adaptive response to the external environment and the changes taking place in it.
Benefit: The strategy should provide opportunities for creativity and maintaining competitive advantage in the chosen field of activity.
Feasible: The strategy should not overspend existing resources and should not lead to unresolvable problems.
If we consider the planning process from beginning to end, then it can be divided into separate phases. Each of the phases is characterized by the setting of special tasks and is systematically connected with other phases by the sequence of execution and the exchange of information. The following planning phases can be distinguished:
Ø formulation of goals;
Ø statement of problems;
Ø search for alternatives;
Ø forecasting;
Ø Evaluation and decision making.
When considering each of the planning phases, a number of planning methods are used to solve the tasks set (Fig. 8.3.).
The first phase of the planning process is the formulation of goals.
Goal setting is the creation of an accurate, structured and implementable system of norms for subsequent actions.
In planning, this phase is of particular importance if the enterprise does not yet have a system of clearly formulated goals. Solving the tasks of the "goal setting" phase helps the enterprise to accurately determine the norms for its subsequent actions. If, on the contrary, a system of goals already exists, then the first phase of the planning process can, as a rule, be abandoned. Separate tasks in the formulation of goals are: the search for goals, clarification of goals, structuring goals, checking the feasibility of goals, choosing goals.
The second phase of planning is problem diagnosis.
Problem Diagnosis- this is the identification of the deviation between the idea of the goal and the predicted state of the object for any planning period. This phase is related to goal setting in that without pre-set goals, no problem can be formulated. Only when the goal is formulated and set in the form of a planned task, it is possible to determine what activities should be carried out in order to ensure the achievement of the goal or a minimum deviation from the goal in the future.
| Planning phases Planning methods | Goal setting | Problem posing | Search for alternatives | Forecasting | Grade | Making decisions |
| Goal Formulation Goal Tree Index Matrix | + + + | + + | + | + | + + | + |
| Problem Statement Warning System Scenario Analysis Method Cost Analysis Checklist Method Systems Analysis ABC Analysis | + | + + + + + + | + + | + + | ||
| Search for alternatives Brainstorming techniques Morphological techniques Synectic techniques | + | + + | + + + | + | ||
| Forecasting Delphi polling Representative polling Number series analysis Production functions Cost functions Regression analysis Network planning | + | + + + + | + + + | + + + + + + + | + | + |
| Valuation Break-even point analysis Investment calculations Utility theory methods Risk analysis method Utility and cost analysis Sensitivity analysis | + | + | + | + + + + + + | + + + | |
| Decision making Optimization methods Heuristic methods Simulation Decision tree methods | + | + + + + | + | + + + + | + + + + |
Planning phases
8.3. Assigning planning methods to its phases
(here is only a part of the planning methods used)
The third phase of planning is the search for alternatives. Alternative is a way to achieve the goal, different from other possible ways. As a rule, an alternative consists of combinations of certain variables that form a decision, which are called measures. When changing variables, a certain alternative is obtained, while it should be borne in mind that different alternatives with varying degrees of success lead to the goal, and thereby to the solution of the problem. Under search for alternatives refers to the systematic identification, formulation and analysis of ways to achieve goals.
For planning, information that gives an idea of the state of affairs in the future is of particular importance; in its own way, it is predictive information. The forecast information itself is called a forecast, and the process of obtaining it is forecasting.
Forecast- this is a probabilistic representation of the occurrence of events (consequences, data) in the future, which are based on observations and theoretical positions.
After completing the objectives of the goal setting, problem setting, alternatives, and forecasting phase, the planner or planning team is able to develop a limited number of plans that can be tested for their target effectiveness. Since only one plan can be proposed for implementation, a decision should be made on the alternative plans developed. Decision-making is the choice of the optimal alternative for a given goal, taking into account side conditions. After weighing all the positive and negative consequences of the developed alternative actions, one should choose the alternative plan that is optimal.
PLANNING
Brilliant plans are lucky on the designers, bad plans are lucky on the performers.
(Wieslaw Brudzinsky) 
The significance of the decision-making planning process is well known, its essence, formulation may vary within certain limits: the existence of a general concept and local refined options for each specific situation. This accepted measurement of the planning norm is justified by the modern market system and the position of the organization in the market, as well as the purpose of the plan being drawn up.
For example, making decisions for the future tense most often has to be based on a large amount of information and professional ability to anticipate future actions. Since the planning process has many purposes, but the goal is the same - the assumption of actions for the future, it is possible to derive a general concept of the planning process. General planning refers to a decision-making process that can be significant in the future and which has several specific characteristics, including deciding on future processes, goals to be achieved in the future, and how to achieve these goals. If we use the concept of decision theory, then we can identify three main types of variables that are most often used in the planning process.
1. Planning strategy.
2. Efficiency.
3. Results.
Before starting the planning process, the organization must develop and define a strategy for future actions, based on the developed strategies, derive possible results in the future, and evaluate the effectiveness, it will depend on the first two variables. These variables are a mandatory basis in the decision-making process in any organization of any form of ownership and market activity.
When drawing up any plan, the main positive factor is the ability to express the entire structure of the decision, its possible options and modifications in all likely cases.
1. CONCEPT OF PLANNING
…In any case, planning allows you to get rid of unnecessary responsibilities that will not give the desired positive effect, and save time.
The essence and purpose of planning are clear, and their necessity has been proven empirically, but along with the above, there are still positive additional functions of the planning process. Such positive functions include the logical development of ways to achieve the intended goals, the qualitative investment of accumulated skills and knowledge, some understanding of one's future, as well as changes and the possibility of adjustments at one's own discretion. It is generally accepted that the standard plan consists of three elements:
1. initial state;
2. processes;
3. end state.
The initial state is characterized by the state of the initial position, general formulations and assumptions about future plans, and the development of the desired result. The end state is the state of the achieved result. Both states can be considered as theoretical levels, and the third - processes - must be specified on the basis of practical knowledge and experience. This element contains factors that should influence the final goal, external and internal forces that influence the factors, as well as the construction of a logical step-by-step system of actions.
The purpose of the processes is to connect both states, at this stage all the necessary tools, elements and methods are used to achieve the intended goal.
2. STAGES OF THE PLANNING PROCESS
The decision-making process can be structured in order to better understand the tasks assigned to the planners, stay on track, make timely adjustments, and control the timing of each of the stages. The presented plan consists of eight stages, each of which is a generalization of a certain number of steps.
1. Definition of goals.
2. Generation and evaluation of ideas.
3. Definition of actions.
4. Establishing the order of actions.
5. Determination of the necessary resources,
6. Revision of the plan.
7. Preparation of action plan and work schedule.
8. Control and correction of the plan.
SETTING GOALS
The moment of clarification and concretization of the problem and ways to solve it at the level of managers is especially important, since the further fate of the entire project or direction of work depends on them. The essence of such importance lies in the fact that managers receive only the general provisions and the "skeleton" of the structure of the problem, regarding which it is necessary to make a decision. When obtaining a general view of the solution, managers must structure and expand this solution in detail, supplement it with their exact areas of work, as well as all the options found. Only if managers understand the essence of the entire task assigned to them, can we hope that the decision made subsequently will be correct and constructive. Otherwise, managers will hurry up and instead of the legitimate question “what is our goal and what stages and steps does it consist of?” raises the premature question "how do we do it?". It is very important to understand not only open words, but also those that were not spoken aloud. In the case where the target decision has not been properly structured or simply not understood, there is a high probability of deviation from the intended goal.
2. STAGES OF THE PLANNING PROCESS
In conclusion, we can say that, of course, a lot depends on managers, but a lot depends on the other participants in the decision-making process, since only with a careful attitude to work is it possible to notice an error in a timely manner and make appropriate adjustments to the work process to achieve intended goal.
The more accurately the goal is set, the faster, better and more economically it will be possible to carry out the remaining stages of planning the decision-making process.
Each solution to the problem must be deeply considered and developed under the options.
IDEA GENERATION AND EVALUATION
This stage of the decision work begins only after the completion of the first stage of defining goals, since the set specific goal must be based on several options for decision paths that need to be further generated. Evaluation of ideas is based on several options (for example, an offer to all employees participating in the evaluation of ideas to come up with and propose their own solutions to the problem), this approach increases the self-esteem of the employees themselves and increases the number of possible ways to solve the problem. Common requirements for evaluating options are limited time frames, a certain cost for each solution, as well as compliance with available reserves, the level of training and professionalism of employees, and the capabilities of the organization itself. After the work has been carried out to evaluate the proposed options for solving the problem in accordance with the requirements, it is desirable for the leaders of the organization to find out the point of view of those specialists who must implement these solutions. The fact is that it is these specialists who can point out unnoticed errors in the decision made, since they know the whole process in real time, all the nuances and details that managers and other middle-level employees cannot know about. In addition, such cooperation always brings a positive effect in increasing the motivation of employees at the lower level of the organization. Such consultations with employees of all levels involved in the implementation of the adopted decision increase the chances of obtaining the greatest effect and provide additional reserves for replenishing backup options for unforeseen cases.
In order to make the necessary decision, it is desirable to develop criteria by which it will be necessary to evaluate the proposed solutions.
You can set a strict framework for the number of decision options for managers, then evaluate these options for the management itself, choose the most suitable ones from the total number.
ACTION DEFINITION
After making a specific decision, it is necessary to take care of what actions need to be taken in order to implement the plan to achieve the goal. Depending on the task set, the list of actions will be different (for example, when carrying out repairs in one room, it is necessary to start your actions by freeing this room from furniture). But if the goal is to capture a new market or increase production, then the actions will be consistent with the goal. That is why it is necessary to make a list of those actions that contribute to obtaining the planned result. This option is useful in that in the process of discussion, none of the options for action will be lost. For example, enter all the proposed options, and then arrange them in the order of execution in the process of implementing the solution.
PRIORITIZATION OF ACTION
In order to more effectively implement the approved action plan, it is necessary to clearly understand the meaning and sequence of each step. For example, the ten options collected in the list must be arranged in the order of their priority: the first action, the second, etc. This is a prerequisite for the results to meet the requirements. In addition, it is necessary to take into account the fact that some actions can be performed in parallel to each other.
IDENTIFICATION OF REQUIRED RESOURCES
The next stage in the decision-making process will be the stage of determining the required resources. At this stage, you should decide on the resources that the organization has and that need to be purchased on the side, calculate their cost and the need to use them, the possibility of replacing them in case of a mismatch in cost or other parameters. In addition, when determining resources, it becomes possible to review the previous stages and make adjustments in accordance with the necessary resources. When all actions and their order of execution are known, it will be possible to accurately determine the resources and the order in which they are used. Also at this stage, the average financial cost plan is most often determined, however, when implementing complex plans, it is most often difficult to determine the exact amount of required resources.
Initially, this list is filled with all the actions in the process of discussing the problem, and only then you can arrange the actions in the order of execution.
For each action, you need to set a time frame with the calculation of the total time to complete the entire solution.
PLAN REVISION
This stage provides an opportunity to revise the entire plan, make adjustments, supplement with new (backup) options for achieving the task, and clarify issues related to resources. And also to answer many questions that have so far remained without an exact answer. For example, a revision of the plan will resolve the question of whether the intended actions are consistent with the path that will lead to the goal. Or whether the planned resources can provide full action, and whether the budgeted funds are in line with the intended plan.
PREPARATION OF ACTION PLAN AND WORK SCHEDULE
The penultimate stage of the overall decision plan is based on the detailed specification of each action. This painstaking work is associated with the fact that some managers find it difficult to determine the exact timing of the implementation of a specific amount of work for each employee. Nevertheless, this stage consists of work of this nature: the plan must be thoroughly specified to the smallest detail, that is, determine which employee will do what work, in what time frame, and who should be responsible for this work. It is also necessary to explain to each employee their responsibilities and what is expected of each. The preparation of such a plan will allow the manager to coordinate the actions of each employee, the expenditure of resources, the time to complete each stage. In addition, this stage will allow the manager to independently determine the time for each action, since it is precisely the definition of time that causes difficulties in drawing up a general plan.
Managers must develop precise instructions that will enable workers to follow through to carry out the work of implementing the decision.
The importance of this stage is undeniable, since the final result depends on the correct leadership for the control and monitoring of the process.
PLAN CONTROL AND CORRECTION
The final stage of the plan being drawn up is based on the development of methods for monitoring and making adjustments to this plan. It is common to use graphs and diagrams that clearly show the process of work. This method allows you to control the activities of each employee, take the necessary measures in a timely manner to regulate erroneous and incorrect results of work.
3. LEVELS OF PLANNING
Most often, the planning process is divided into three levels, but there are no clear boundaries between them. The uncertainty of the terms themselves is based on the fact that the concepts of "long-term plans" and "short-term plans" have something in common and smoothly transition into each other. For example, one long-term plan always consists of several short-term ones. But from another point of view, even a short-term plan can be considered long-term only because it also consists of several small plans, etc.
The arrangement of planning levels and their differentiation completely depends on the goals and objectives of the organization.
STRATEGY DEVELOPMENT
The strategy development process is always based on the fact that the organization determines the direction of its activities and the framework in which it is necessary to act and obtain the most effective result. Strong changes in strategies can lead to uncertainties in planning or a complete change in production and a change in market niche. A fundamental change in production cannot but affect the entire organization, employees, professionals of narrow specialties, therefore, before changing the organization's strategy, it is necessary to calculate all the likely consequences in all areas of activity.
Most often, the strategy is the beginning of all planning, since the organization develops the rest of the plan based on the strategy.
BUSINESS PLANNING
The essence of business planning is based on forecasting costs and revenues in all areas of the achievement process, as well as controlling the progress of work in relation to the planned time frame. The business plan details all possible costs and contingencies for production under any circumstances. In addition, the general principles that are embedded in the strategy of the organization's business plan are translated into quantitative forecasts regarding future actions, resource requirements, staffing and other issues.
OPERATIONAL PLANNING
The principles of operational planning include a focus on real practice and accurate results that can be measured and seen. Sometimes this type of planning is used for one-time events, such as celebrations dedicated to major dates. It can also be used for ongoing planning. So, in operational planning, the detailing of the stages is the highest. The purpose of this type of planning has always been to find the best way to achieve precise goals, given the limited means available.
4. NETWORK PLANNING
Network planning allows you to understand how much it is possible to speed up the process of mobilizing various reserves (time, labor), the capabilities of the organization itself, etc. In addition, with the help of network planning, you can manage the implementation of the planned plan, based on the principle of "critical path" with forecasting, prevention of probable failures of some points, and it is also possible to increase the managerial efficiency of the entire organization at all levels. In general, the planning process itself is directed in one direction and represents a time-ordered sequence of events that begin at the appointed time and also end at a certain point in time. This sequence is called the direct process and considers the current proposals and factors that are the basis for some logical result. There is an additional sequence called the reverse process, which considers the whole process in reverse, that is, from the result to the original plan. Also a positive factor in the use of reverse sequence can be called control over the use of resources, which is important for the organization in terms of overall efficiency. In general, it can be said that the forward planning process provides an assessment of the state of the likely end result, and the reverse planning process provides the means to control and manage the direct process while moving towards the desired state.
Operational planning is most often done for a short period of time for a small department or branch.
Typically, network planning uses a schedule, which in form is a graphical reflection on paper of a sequence of actions.
The intersection of two sequences of different directions gives an undeniable advantage in the implementation of the plan AND control over this process.
Ministry of Education and Science of the Russian Federation
Kazan State Technical
university. A.N. Tupolev
Test
at the rate:
Strategic planning
The concept and stages of strategic planning
Completed:
student gr. 6379
Nurullina L.R.
Checked:
Zibreva E.M.
Kazan 2011
Introduction
Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions, the functions of organization, motivation and control are focused on the development of strategic plans. A dynamic strategic planning process is the umbrella under which all managerial functions are sheltered, without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way to assess the purpose and direction of a corporate enterprise. The strategic planning process provides the framework for managing the members of an organization. Projecting everything written above on the realities of the situation in our country, it can be noted that strategic planning is becoming more and more relevant for Russian enterprises that enter into fierce competition both among themselves and with foreign corporations.
1. The concept of strategic planning
Strategic planning- This is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them.
Strategic planning provides the basis for all management decisions. The functions of organization, motivation and control are focused on the development of strategic plans. Without taking advantage of strategic planning, organizations as a whole and individuals will be deprived of a clear way to assess the purpose and direction of the corporate enterprise. The strategic planning process provides the framework for managing the members of an organization.
Strategic planning enables shareholders and management of companies to decide on the direction and pace of business development, outline global market trends, understand what organizational and structural changes should occur in the company in order for it to become competitive, what its advantage is, what tools it needs for successful development.
Until recently, strategic planning was the prerogative of large international concerns. However, the situation began to change, and, as surveys show, more and more companies representing medium-sized businesses are beginning to engage in strategic planning. The concept of "planning" includes the definition of goals and ways to achieve them. In the West, enterprise planning is carried out in such important areas as sales, finance, production and purchases. In this case, of course, all private plans are interconnected.
2. Stages of strategic planning
The process of strategic planning in a company consists of several stages:
1. Definition of the mission and goals of the organization.
2. Analysis of the environment, which includes the collection of information, analysis of the strengths and weaknesses of the company, as well as its potential opportunities based on the available external and internal information.
3. Choice of strategy.
4. Implementation of the strategy.
5. Evaluation and control of implementation.
2.1 Defining the mission and goals of the organization
"The target function begins with the establishment of the mission of the enterprise, expressing the philosophy and meaning of its existence." "Mission is a conceptual intention to move in a certain direction." It usually details the status of the enterprise, describes the basic principles of its operation, the actual intentions of the management, and also defines the most important economic characteristics of the enterprise. The mission expresses the aspiration to the future, shows what the efforts of the organization will be directed to, what values will be priority in this case. Therefore, the mission should not depend on the current state of the enterprise, it should not reflect financial problems, etc. The mission is not customary to indicate profit as the main goal of creating an organization, although profit is the most important factor in the functioning of the enterprise. “Goals are the specification of the mission in the organization in a form accessible to manage the process of their implementation.” The main characteristics of the goal is as follows:
a clear focus on a specific time interval;
concreteness and measurability;
· Consistency and consistency with other missions and resources;
targeting and controllability.
Based on the mission and goals of the existence of the organization, development strategies are built, the policy of the organization is determined.
2.2 The concept of strategic analysis
Strategic analysis or as it is also called "portfolio analysis" is the main element of strategic planning. "The literature notes that portfolio analysis acts as a strategic management tool, with the help of which the company's management identifies and evaluates its activities in order to invest in the most profitable and promising areas."
Strategic analysis originated in the late 1960s. At this time, large firms and most medium-sized firms turned into complexes that combined the production of heterogeneous products and went to many commodity markets. However, growth continued far from all markets, and some of them were not even promising. This discrepancy has arisen due to differences in the degree of saturation of demand, changing economic, political and social conditions, increasing competition and the rapid pace of technology upgrades. It became clear that moving into new industries would not help the company solve its strategic problems or exploit its full potential. The situation required managers to radically change their perspective. Under such conditions, extrapolation has been replaced by strategic planning and portfolio analysis.
The unit of portfolio analysis is the "strategic business zone" (SZH). SZH is any market to which the company has or is trying to find a way out. Each SBA is characterized by a certain type of demand, as well as a certain technology. As soon as one technology is replaced by another, the problem of the ratio of technologies becomes the strategic choice of the firm. In the course of portfolio analysis, the company evaluates the prospects for a particular area of activity.
The main method of portfolio analysis is the construction of two-dimensional matrices. With the help of such matrices, productions, departments, processes, products are compared according to the relevant criteria. There are three approaches to the formation of matrices:
1. A tabular approach, in which the values of varying parameters increase as they move away from the column of the name of these parameters. In this case, the portfolio analysis is carried out from the upper left corner to the lower right.
2. The coordinate approach, in which the values of the variable parameters increase with distance from the point of intersection of the coordinates. Portfolio analysis here is conducted from the lower left corner to the upper right.
3. A logical approach, in which the portfolio is analyzed from the lower right corner to the upper left. Such a campaign is most widely used in foreign practice.
Environmental analysis is necessary in the implementation strategic analysis, because its result is the receipt of information on the basis of which estimates are made regarding the current position of the enterprise in the market. Environmental analysis involves the study of its three components:
the external environment;
The immediate environment
the internal environment of the organization.
The analysis of the external environment includes the study of the impact of the economy, legal regulation and management, political processes, the natural environment and resources, the social and cultural components of society, the scientific, technical and technological development of society, infrastructure, etc.
Environmental analysis is the process by which strategic planners control factors external to the organization to identify opportunities and threats for the firm.
Analysis of the external environment helps to obtain important results. It gives the organization time to anticipate opportunities, time to plan for contingencies, time to develop an early warning system for possible threats, and time to develop strategies that can turn past threats into any profitable opportunity. “In terms of assessing these threats and opportunities, the role of environmental analysis in the strategic planning process is essentially to answer three specific questions:
1. Where is the organization now?
2. Where does top management expect the organization to be in the future?
3. What should management do to move the organization from where it is now to where management wants it to be?”
Threats and opportunities faced by an organization can generally be divided into seven areas.
These areas are economics, politics, market, technology, competition, international position and social behavior.
Economic forces. The current and projected state of the economy can have a dramatic impact on an organization's goals. Some factors in the economic environment must be constantly diagnosed and evaluated. “The study of the economic component of the macro environment allows us to understand how resources are formed and distributed. Obviously, this is vital to the organization, since access to resources very much determines the login state of the organization.
Strategic planning process
Introduction
1. Strategic planning process
1.1 Essence and functions of strategic planning
1.2 Mission and vision of the organization
1.3 Top management values and goals
1.4 Assessment and analysis of the external environment
1.5 Management survey of internal strengths and weaknesses of the organization
1.6 Analysis of strategic alternatives
1.7 Choice of strategy
1.8 Implementation of the strategy
1.8.1 Managing the implementation of the strategic plan
1.9Evaluate the strategic plan
Conclusion
Bibliography
Introduction
The planning process in an organization begins with a clear understanding of what needs to be done for its effective development and functioning.
The success of any plan depends on:
o the quality of goal-setting in the main key issues of the development of the organization based on a review of its past, present and future development and the success of its response to changes in the environment;
o the quality of the preliminary analysis of the activities of the organization itself and its pricing policy, market, competitors, product distribution, etc.
o correct assessment of the competitiveness of the organization;
o selection and implementation of the development strategy , which will increase the competitiveness of the organization.
Main content of internal planning as a function of managing an organization consists in a reasonable determination of the main directions of activity and its further development, taking into account material sources and market demand.
Essence of planning manifests itself in the specification of the development goals of the entire organization and each of its divisions separately for a specified period of time, the determination of the financial resources necessary to solve the tasks set.
In this way, planning assignment consists in the desire to take into account in advance, if possible, all internal and external factors that provide favorable conditions for the normal functioning and development of the entire organization as a whole.
Organization planning provides for the development of a set of measures that determine the sequence of achieving specific goals, taking into account the possibilities for the most efficient use of the resources of each department and the entire organization as a whole.
The level and quality of activity planning are determined by the following critical conditions:
o competence of the management of the organization at all levels
o management;
o qualifications of personnel working in functional
o subdivisions;
o the availability of a reliable information base and the provision of the necessary equipment.
Depending on the content of the goals and objectives and the duration of the planning period, the following forms of planning can be distinguished:
o strategic, or long-term, planning (forecasting);
o medium-term planning;
o current (often called tactical, budgetary, operational) planning.
Strategic planning consists mainly in determining the main goals of the organization's activities in the market and is focused on determining the intended final results, taking into account the means and methods for achieving the goals and providing the necessary resources.
Strategic planning aims to give a comprehensive scientific justification for the problems that the organization may face in the coming period, and on this basis to develop indicators of the organization's development for the planning period.
1. Strategic planning process
1.1 Essence and functions of strategic planning
Strategic planning is one of the functions of management, which is the process of choosing the goals of the organization and ways to achieve them. Strategic planning provides the basis for all management decisions, the functions of organization, motivation and control are focused on the development of strategic plans.
Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies. These strategies are designed to help organizations achieve their goals.
The strategic planning process is a tool to help provide a framework for managing an enterprise. Its task is to ensure sufficient innovation and change in the organization of the enterprise.
So, there are four main types of management activities in the framework of the strategic planning process:
1. distribution of resources, mostly limited, such as funds, managerial talent, technological expertise;
2. adaptation to the external environment (all actions of a strategic nature that improve the relationship of the company with its environment. Here it is necessary to identify possible options and ensure that the strategy is effectively adapted to the environment. Such activities can take place along the lines of improving production systems, interacting with the government and society in in general, etc.)
3. internal coordination (coordination of strategic activities to reflect the strengths and weaknesses of the firm in order to achieve effective integration of internal operations);
4. awareness of organizational strategies (the implementation of a systematic development of the thinking of managers by forming an organization that can learn from past strategic mistakes, i.e. the ability to learn from experience).
The strategic planning process includes 8 stages and is a closed cycle.
Formulation of the mission of the enterprise > Setting goals > Assessment and analysis of the external environment > Enterprise management survey > Analysis of strategic alternatives > Choosing a strategy > Implementation of the strategy > Strategy evaluation.
Strategy is the key line of business, it should be reflected in a plan designed to ensure the implementation missions - the main goal of the organization - and the achievement of its other goals. The strategy is translated into a detailed comprehensive plan.
The practice of effective planning has the following features:
o a small planning and economic department of the enterprise and related departments in strategic business units are responsible for the implementation of the strategic planning function;
o the main elements of the strategic plan are formed at senior management meetings held annually or more frequently if necessary, for example, quarterly;
o the annual strategic plan is combined with the annual financial plan, their totality forms an intra-company plan, which is a tool for coordinating strategic and operational planning.
1.2 Mission and vision of the organization
Mission of the organization - this is the main overall goal of the organization, a clearly expressed Reason for its existence.
Mission Value , which is formally expressed and effectively presented to the employees of the organization is very large. The goals developed on its basis are the criteria for evaluating all management decisions. The mission details the organization's status and direction to define goals and strategies at various organizational levels.
The mission statement should include: the organization's mission for products and services, major markets and core technologies; characteristics of the external environment, which determines the principles of the organization; characteristics of the culture of the organization that determines its working climate, the type of people who are attracted to such a climate.
Mission selection commercial organization should not be confused with the need to operate profitably. Profit is an internal problem of the enterprise. An organization is an open system; it can only survive by satisfying needs outside of itself. Management must find the overall purpose of the organization in the environment and find answers to two questions: who are our customers? What customer needs can be met?
Before starting to develop a strategy, the management of an enterprise must think over the future of this company, that is, formulate strategic vision - determines the future image of the company; this is the ideal representation of managers about the organization and business, this is a kind of route for the company to move into the future, which determines technologies, target audiences, geographic product markets, promising opportunities and the image of the company as it should become in the future.
1.3 Top management values and goals
The classics of strategic planning distinguish 6 value orientations that leave their mark on the formulation of the mission and goals of the organization.
Theoretical- the leader prefers setting goals focused on long-term research and development, as a result of which new knowledge is formed, rational thinking is formed.
Economic- preferred goals: profit growth, increase in production efficiency, that is, aimed at the practical usefulness of the results of activities.
Political- preferred goals: increase in total capital, total sales and number of employees, the result of which is power, recognition, respect, etc.
Social- Preferred Targets: Social responsibility regarding profit figures, favorable atmosphere in the organization, the result of which is the absence of conflicts in the organization, good human relations.
aesthetic- preferred goals: improving the quality, design and attractiveness of the product, even at the expense of profit, the achievement of which is the harmonious development of the individual, the formation of the right culture and ethics.
1. The concept and classification of planning ____________________________ 3
2. Stages of strategic planning ______________________________ 5
3. Functions and purpose of strategic planning ________________ 8
conclusions ______________________________________________________17
List of used literature ______________________________18
1. The concept and classification of planning
Planning is one of the economic methods of management, the main means of using economic laws in the process of managing and preparing a management decision. It focuses on past experience, but seeks to determine and control the development of the organization in the future. An important aspect planning is reliability of initial data.
Planning is the systematic preparation of decision-making about ends, means and actions, through purposeful comparative evaluation of various alternative actions under expected conditions.
It should be borne in mind that planning is always carried out on the basis of an incomplete amount of information.
Planning is carried out in 4 stages:
development of common goals of the organization;
specification and specification of goals for a certain stage of the development of the organization;
determination of ways, economic and other means of achieving these goals;
control over the achievement of goals.
Distinguish current, prospective and strategic planning.
Planning classification
By degree of coverage distinguish: general and private planning.
Subject: target, means planning, program planning and action planning.
By areas of operation: production planning, sales planning, financial planning, personnel planning, advanced general planning.
Depth of planning: global, contour, detailed.
By deadline: short-term (up to 1 year), medium-term (up to 5 years), long-term (over 5 years), forecasting.
By management structure: general planning of the enterprise, planning of the location of the enterprise, planning of areas of activity, planning of the work of a division of the enterprise.
Change plans if possible: rigid, flexible planning.
Planning methods:
progressive (bottom up);
regressive (retrograde) (from top to bottom);
counter planning (circular).
According to the planning technique:
sequential;
parallel;
sliding.
Criteria for evaluating the effectiveness of planning:
completeness of planning;
planning accuracy;
planning continuity;
elasticity of planning;
economy of planning;
the ability to control the implementation of plans;
the ability to quickly adjust plans.
Planning phases:
development of global goals of the organization;
development of local goals;
problem analysis;
analysis of the internal and external environment of the organization;
search for alternatives;
forecasting;
evaluation, determination of the best alternative;
making a decision, setting a plan target;
plan development.
2. Stages of strategic planning
Strategic planning is the management process of creating and maintaining a strategic correspondence between the mission and goals of the company, its potentialities on the one hand and the needs of consumers, changes in the external environment on the other.
The subject of strategic planning- the process of creating and maintaining a strategic correspondence between the mission and goals of the company on the one hand and changes in the external environment.
Strategic planning is the process of formulating a strategy in stages, with an explanation of the role of each member of the organization (each unit). It is necessary to distinguish between strategic management (management by results) and strategic planning (management by plans).
Main stages of strategic planning are (Fig. 1):
Choosing the mission of the organization;
Determination of the goals of the organization;
Assessment and analysis of the external environment;
Management survey of strengths and weaknesses;
Analysis of strategic alternatives;
Choice of strategy.
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Goal setting |
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long-term |
medium-term |
short-term |
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Development of supporting plans (instructions for making decisions and actions) |
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Strategies |
Procedures |
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Rice. 1. Sequence of strategic planning
Strategic planning gives a purely financial benefit, increases the prestige and image of the company.
Along with financial benefits, strategic planning provides intangible benefit and here it should be mentioned five directions:
1. Strategic planning contributes to the prevention of conflicts in the team. Due to the use of a special way to encourage subordinates - involving them in the process of formulating a strategy - the manager has the opportunity to foresee all sorts of difficulties in the future and find ways to eliminate them.
2. The decision made by the group is more likely to survive because it takes into account a number of alternatives. The interaction of the group allows you to develop the largest number of possible ways to solve the problem under discussion. The search for acceptable options and the final choice of strategy is actually the most optimal, since it takes into account expert opinions specialists who were directly involved in the development of this strategy.
3. The motivation of employees increases in connection with their involvement in the development of a strategic plan. Any subordinate with great understanding will treat the orders of the head if he knows their background and reasons, and by taking a direct part in the formation of production tasks, he gets access to information about where this or that order comes from. Thus, employees become personally connected with the plans that they themselves develop.
4. The strategic plan clearly defines the responsibility of everyone. Problems and inconsistencies in the coordination of actions between individuals and the group are reduced as a result of the application of the participatory system.
5. Reduced resistance to change. One of the most basic reasons for employees' resistance to innovations is their uncertainty about the impact of the consequences of these innovations directly on themselves. One of the most important tasks of strategic planning is to reduce uncertainty about the consequences of making certain decisions.
The formulation of a strategic plan is a thorough preparation for the future activities of the organization. In this case, the following sequence of analysis of the functions and purpose of strategic planning as a whole can be proposed.
3. Functions and purpose of strategic planning
The strategic planning (SP) functions are implemented through the stages of the SP. Let's take a quick look main stages of strategic planning.
Choice and formulation of the mission. The main common goal of any organization is a clearly expressed reason for its existence. The characteristic of the value of the company for society is designated as its mission. It details the status of the firm and provides direction and benchmarks for setting goals and strategies at various organizational levels. The mission of the organization should include:
The firm's mission in terms of providing core services or products, markets, and technologies.
The external environment, which is determined by the working principles of the firm.
Organization culture. What type of work climate exists within the organization, what kind of people does it attract?
According to F. Kotler, the mission should be formulated taking into account the following factors:
organization history;
style of behavior and mode of action;
the state of the environment and habitat of the organization;
available resources;
distinctive features of the organization.
Mission formation technology includes the disclosure of the following characteristics of the organization:
targets;
organization philosophy;
areas of activity;
possible ways of functioning of the organization.
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The economy is changing so fast that only strategic planning at the enterprise can help build a formal forecast of potential risks and opportunities. It is this method that helps the management or the owner to set long-term goals, create a plan for their implementation, minimizing risks and including the tasks of the company's divisions.
What are the features of tactical, operational and strategic planning in the enterprise
Those who are seriously involved in business usually set some strategic goal for the company. It, in turn, consists of several subgoals, which include tasks. That is, the process of fulfilling the set plans in the company is carried out from setting the largest and most significant goal to the implementation of small everyday tasks.
To optimize the planning process, it is divided into several types:
- tactical;
- operational;
- strategic.
Strategic planning
The most common type of planning is strategic. It should not be compared with the long term. Developing a company strategy is setting a more global goal. For example, L. Mittal, adhering to the strategy of saving to the maximum, became one of the richest people in the world. The strategy was to reduce costs to the limit on the main parameters of activity (personnel, raw materials, resources, etc.).
It is the manager or owner who is engaged in strategic planning.
tactical planning
In Soviet times, medium-term plans were established at enterprises. Tactical planning is somewhat similar to this practice, but there are significant differences. At the same time, although the plans are limited in time, this is the time allocated for the implementation of the goals set. Tactical planning is a consequence of strategic planning. L. Mittal set such tactical goals at his enterprise as to optimize the staff, acquire coal deposits for the production of its own raw materials, automate business processes and production processes.
As a rule, the heads of departments are engaged in the development of a tactical plan. If we are talking about a small company, this task is included in the range of duties directly to the head of the entire organization.
operational planning
Operational plans are created on the basis of a short time period. Based on the circumstances, it can be planning the actions of one day, several days, a week. However, it will be better for the staff and you if a list of tasks is defined for each day, which easily changes depending on the situation. Operational planning allows you to record the results and exercise control.
In some areas of activity, it is more convenient for enterprises to form different types of plans of all three types. For example, financial planning, marketing or investment is carried out at the operational and tactical levels.
Different planning methods will allow you to organize work as efficiently as possible, select the right performers, and monitor the implementation of tasks.
How to draw up a strategic development plan
Many managers mistakenly believe that long-term strategic plans can be successfully replaced by sales plans. The development of companies headed by such leaders is hampered by top management's misunderstanding of the business goals, and therefore, the failure to use funds to achieve these goals.
In order for an enterprise not to get bogged down in a routine, it needs a strategic plan. Download example algorithm for the development and implementation of a strategic plan you can in the article electronic journal"CEO".
The main goals of strategic planning in the enterprise
The definition with strategic plans in the company is also to form and transfer to the designated official such a measure of responsibility and authority that will allow him to fully manage the company during the entire term of office. Strategic planning has the following objectives:
1. Creating and displaying an enterprise model in perspective regarding its field of activity, mission, development.
2. Setting goals general manager or manager for the entire period of his activity in accordance with the concluded contract.
When deploying the goals and objectives of the company's strategic plan, it is worth remembering possible problems that impede forward movement. These problems must be identified and ways to solve them must be found. The most important tasks in this type planning are as follows:
- analysis of the growth process of the company's activities from the very beginning, as well as compliance with the planned strategic plans;
- assessment of the external and internal development of the company today;
- adjustment of the mission and vision of the company in its field of activity;
- setting common development goals;
- analysis of the main problem in enterprise management and development of a method of elimination;
- development of the concept of the enterprise;
- search for opportunities and ways to implement them to transfer the company to the active sphere of TO-BE;
- creation and distribution of initiative actions for the implementation of the strategic plan;
- refinement of certain nuances and provisions in the areas of the company's activities that depend on strategic planning: investments, finance, marketing, etc.
Strategic planning of the enterprise: advantages and disadvantages
Strategic planning in an enterprise is the formulation and formulation of strategically important tasks on the basis of forecasts of the company's activities in the face of changing external factors, as well as the identification of the most important areas of development and the selection of ways to complete tasks.
This type of planning is based on the instant application of innovative ideas, as well as proactive actions to minimize risks and accelerate the development of the company.
The strategic method of planning differs from the tactical one in the following ways:
- The forecast of future processes and results is made based on a strategic analysis of the enterprise's activities, risks, opportunities to change the situation in its favor, etc., and not by observing existing trends.
- This is a more time-consuming and resource-consuming method, but it gives more accurate and complete information in the end.
The process of carrying out this planning in the company is carried out using the following actions:
- Determination of the most important long-term tasks and goals.
- Organization of strategically significant departments in the company.
- Setting goals when conducting research activities in the marketing field.
- Analysis current situation and determining the vector of development in the economic sphere.
- Planning for increasing production, developing a marketing strategy for the company as a whole.
- Definition of a set of tools to achieve the goals.
- Carrying out control measures with adjustment of the strategy, if necessary.
Strategic planning has its own characteristics:
- it is characterized by a constant analysis of external activities to identify potential risks, problems that may affect the work, as well as trends, development alternatives, etc.;
- the economic activity of the enterprise easily adapts to changing circumstances;
- all the time there is a process of optimization of tasks;
- it is focused on the most important formed goals and stages of development of the company;
- planning in the company is optimally distributed from senior positions to the lower;
- there is a constant correlation of tactical and strategic plans.
The advantages of this type of planning are as follows:
- Plans are based on reasonable probabilities and event forecasts.
- The company's management has the ability to set long-term goals.
- It is possible to make decisions based on the set strategic plans.
- At the same time, the risk in making one or another decision is reduced.
- Unites the set goals and their performers.
However, in addition to the benefits, there are a number of shortcomings.
Strategic planning does not, by virtue of its nature, give a clear description of the future. The result of this type of planning will be the creation of a model of potential behavior and the desired market position of the company in the future, but it remains unclear whether the company will remain afloat until then.
Strategic planning does not have a clear algorithm for drawing up and implementing a plan. Goals are set and achieved through the following actions:
- the company constantly monitors external activity;
- Goal setting staff have about a greater degree of professionalism and creative thinking;
- the company is actively innovating;
- All employees are involved in the implementation of the goals.
Strategic planning needs to invest a lot of resources, financial and time. Traditional planning does not require such efforts.
The consequences of non-fulfillment of strategic plans are usually much more serious than with conventional planning.
Planning alone will not produce results. Mechanisms for the implementation of the tasks set should be prepared.
The process of strategic planning in the enterprise is necessary to identify potential development options in the economic and social spheres the state as a whole. The company and government agencies should cooperate on the exchange of information on a voluntary basis.
What is the system of strategic planning in the enterprise
The concept of strategic planning today consists of the following points "decision - change - control". That is, we can say that this type of planning is based on three elements: deciding to do something, making certain changes after that, and monitoring the result. Each element represents an organized process.
Strategic planning is provided thanks to various subsystems of the enterprise: personnel, methodological, information and analytical. In other words, strategic planning can be represented as a set of subsystems that, when interacting, make it possible to achieve the set goals.
Subsystem for making strategic decisions
This element consists of methods for identifying company problems, analyzing effective ways to eliminate them, and making decisions that improve the organization's performance in the future. The subsystem includes a certain circle of people dealing with the identified problems, as well as a set of actions to analyze and find optimal solutions.
Change management subsystem
This element is a set of tools that allows you to develop plans and prepare projects for making the necessary changes in the structure or functional activities of the company.
However, no plans will arise, and no programs will materialize on their own. This requires proactive people. It is these people who, together with managers, carry out the processes of strategizing, planning and business modeling.
- When strategizing, management is working out a vision of the company's future place in the external economy, its activities and the means by which this position will be achieved.
- With the help of planning, alternative activities of the company in a given situation are discussed, fact-based assumptions are made about what awaits it in the future;
- In business modeling, models of a company's business behavior are built or modified based on long-term goals and a defined mission.
Strategic control subsystem
This element allows you to evaluate how the chosen strategy is being implemented, what changes are taking place inside the company and in its external activities, how the goals set correspond to the developed plans, and also allows you to change the scenario for the development of the strategic plan if necessary.
They control the already completed part of previously planned programs and projects. The results should be summed up necessarily, to motivate leaders. The reports should include not only the results obtained, but also the strategic problems that have occurred or are likely to occur.
Information and analytical subsystem
With the help of this element, all direct participants in the strategic planning process are provided with the latest and up-to-date information about events taking place inside and outside the company.
This subsystem is aimed at the full implementation of the set strategic objectives through the use of information sources and technologies.
That is, it does not just inform participants about everyday processes. In addition to daily formal reporting, it has tasks of a more global level.
Methodological subsystem
This subsystem is created to carry out the process of complete information support enterprises during the development of a strategic plan. Information is obtained, analyzed and applied.
The methodological aspect of the company's activities consists of various methods collection and application of strategically important information in the process of management, setting strategic goals and monitoring their implementation. It also represents the tools for the implementation of the strategic objectives.
Organizational and personnel subsystem
The specified element represents an interaction organizational activities and personnel policy. With competent leadership, they organize special forms of interaction in the enterprise, which are used in the formulation and implementation of strategic plans.
Strategic planning management subsystem
The specified subsystem is used to carry out strategies and developed plans, the management process and control over it, as well as to find out how effective the ongoing processes are and whether there is a need to improve them.
The implementation of the activity of this subsystem occurs with the help of a specially organized autonomous unit. It is engaged in the implementation of the developed strategies, organizes the processes necessary for this, controls their implementation and results. All this is done with the support of the regulatory and methodological framework and on the basis of official documents.
Phased organization of strategic planning at the enterprise
The setting of strategic goals at the enterprise goes through the following stages:
Stage 1. Defining the mission of the enterprise
The process of identifying the mission involves an answer to the question why the enterprise exists, what is its role and place in the foreign economic sphere. The establishment of a strategic mission is significant for the implementation of the enterprise both internal and external activities. In internal activities a clear defined role helps staff feel unity, adhere to a culture of behavior.
In external activities, a clearly stated mission helps to establish a single image of the company in the market, only its own image, tells about the role of the enterprise in the economic and social spheres, as well as how it should be perceived by customers.
The mission statement consists of four elements:
- study of the history of the emergence and activities of the company;
- study of the field of activity;
- definition of the main goals;
- strategic aspirations of the company.
Stage 2. Formulation of goals and objectives of the functioning of the enterprise
The goals set do not just show the state that the company will reach after achieving them, they should also motivate employees to achieve them.
Therefore, goals must meet the following parameters:
- functionality - it is important to determine the functions of the set goals, since the manager must be able to adapt the goal and delegate it in a suitable form;
- selectivity - certain resources are always attracted to achieve the goal. But in case of their insufficiency, some specific goals should be allocated, on which it is necessary to concentrate, and for the achievement of which resources and efforts are used. That is, there is a kind of selectivity of goals;
- plurality - goals and objectives are set for all important areas in the activities of the enterprise;
- achievable, realistic – goals must be realistic. Employees must see that even though achieving the goal will require very hard work, in the end it is possible to achieve them, they lie within the possibilities. Setting unrealistic, unattainable goals demotivates, negatively affects the activities of employees and, as a result, the company as a whole;
- flexibility - it should be possible to change the goal or means of achieving it in the process of working on its implementation, if this is required by factors in the external or internal activities of the company;
- measurability - the goal should be measurable both in quantitative and qualitative terms, and not only at the time of setting, but also during work on its implementation;
- compatibility - all goals set in the company must be combined with each other. That is, long-term goals should meet the requirements of the company's mission, and goals for a shorter time period should stem from long-term goals;
- acceptability - at the time of goal setting, the interests of business owners, managers, company employees, partners, customers, etc. should be taken into account;
- Specific – The goal must be clearly stated. From it it should be clear in what key the company will act, what will happen when the goal is achieved, what the results will be, who is involved in its implementation and for how long.
The structure of goals in setting plans is revealed in two ways. The first is centralization. It represents the setting of goals by the management of the company. The second approach is decentralization. In this case, both management and employees at all levels are involved in goal setting.
The structure of goals is determined through the sequential passage of four stages:
- processing data on the external activities of the enterprise;
- setting clear global goals;
- alignment of goals in order of importance;
- setting specific goals for certain events.
Stage 3. Analysis and assessment of the external environment
When analyzing external activity and the environment, two components are taken into account: the macro environment and the micro environment:
When studying the macro environment, the following elements are analyzed:
- economic activity and its level of development;
- legal support;
- social and cultural spheres of life;
- the level of technical and scientific development;
- infrastructure level;
- the political state of society;
- the level of resources, the state of the environment.
The microenvironment of the company includes those firms that are in direct interaction with the company, that is, the enterprises that are constantly in contact with it are studied. These include:
- supplier firms;
- firms-consumers of manufactured products;
- intermediary organizations, including between the company under study and the state ( tax service, insurance companies, etc.);
- competing enterprises;
- various companies, commercial and not, that influence the formed public image of the company (for example, the media, the Consumer Rights Protection Society, etc.).
Stage 4. Analysis and evaluation internal structure enterprises
The study of the internal environment of the enterprise helps to understand what resources and potential opportunities are available for the company when moving towards its goals.
At the same time, analysis and study is carried out in the following areas:
- marketing;
- production;
- research and innovation;
- product distribution;
- resource opportunities.
Analytical work in this case involves the study of potential risks for the company's activities, as well as to determine the positive and negative features inherent in the company.
Research of external and internal factors produced using the following matrix methods:
- Stickland and Thompson;
- Boston Advisory Group;
- SWOT analysis.
Stage 5. Development and analysis of strategic alternatives
Alternatives are worked out to determine ways to achieve the goals and objectives defined in the mission of the organization. The scenario will depend on the position of the company that exists on this moment.
At the same time, when working out a strategic alternative, you need to decide on three points:
- what activities are being liquidated;
- what activities are ongoing;
- in which business direction to start a new activity.
The strategy is developed on the basis of the following areas:
- reaching the level of a leader in the position of reducing production costs;
- permanent presence and development of activities in a certain area of the market;
- constant and high-quality production of the established assortment.
Stage 6. Choosing a strategy
In order to choose the most effective strategy, you need to rely on a clearly built and coordinated system of the company's activities. The choice of strategy should be clear and unambiguous. That is, one direction should be chosen, which is most suitable for the activities of this company. The stages at which the strategy is developed and the form in which it is communicated to the team have a generalized form and may change depending on the activities of the company.
Stage 7. Implementation of the strategy
This process is a very important link in the company's activities. After all, if successful, it will lead to the full implementation of the set strategic plans. Implementation is carried out using a set of actions: various programs and procedures are developed, from which plans are made for long and short periods. For a complete implementation, perform the following steps:
- familiarize employees of the company with the goals set so that they take part in the process of achieving them;
- the company always provides the resources necessary for successful implementation, prepares a plan for its implementation;
- in carrying out activities to achieve the set goals, managers at each level act in accordance with their authority and assigned tasks.
Stage 8. Evaluation of the chosen (implemented) strategy
The strategy is evaluated by the answer to the question - will the company be able to achieve the goals? If the developed strategy gives a positive answer to this question, then it is further analyzed according to the following parameters:
- how it correlates with the demands of external activity;
- how it correlates with the development potential of the company;
- how acceptable is the level of risk in this strategy.
The implementation of the strategy is evaluated. Feedback helps to control this process and make changes if necessary.
Methods of strategic planning in the enterprise
There is a classification of strategic planning methods in the enterprise, depending on the point in time they are applied.
Method 1. SWOT analysis
This type of analysis was created to determine the effectiveness / inefficiency of the company's activities in the foreign market. This is a kind of quintessence of a large analytical volume of information that allows you to understand and draw a conclusion about the next steps of the enterprise. Where should he move, how to develop, how to distribute resources. As a result of this analysis, a marketing strategy or intended behavior is created in order to test it.
The classic SWOT analysis method works by comparing the company with the most significant competitors. Based on the results obtained, the pros and cons of the enterprise, risks and possible successes are identified.
Method 2. "Tree of goals"
This method involves dividing the most global goal into smaller tasks, which are also divided into even smaller ones. The method is very important for learning various systems management, because it is possible to represent the activities of the company in the form of a consistent implementation of the goals and objectives. The “tree of goals” method should be used, if only because it allows you to create a backbone, a stable framework that will remain unchanged under changing factors and circumstances.
Method 3. BCG matrix
This tool is also called Matrix BCG. It is used for strategic analysis of the company and its products in the economic and commercial field of activity. For analysis, data are taken by volume market share the enterprise and its growth. This method is quite simple, but at the same time very effective. Therefore, it is used not only in the economic, but also in the marketing and management spheres. Using the matrix, you can see the most successful and the most illiquid products or departments of the company. With its help, a marketer or manager will understand which product or department of the company should be allocated resources to develop, and which should be reduced or removed altogether.
Method 4. McKinsey Matrix
This kind of matrix as a planning tool was developed by a specially created McKinsey department. The order for the development was given by General Electric. The method is an improved BCG matrix. However, in comparison with the latter, it allows more floating funding for the strategy being pursued. For example, if on the basis of the analysis it is found that the company is weak as a competitor in the market, and the dynamics of market growth is not visible, then the financing of activities in this area can still be continued. Since there is a possibility of reducing the risk in this area or the emergence of a synergy effect due to more efficient work in other areas of activity.
Method 5. Ansoff matrix
This type of matrix is a method of analysis in strategic management, invented by Igor Ansoff. It is also called the product-market matrix.
This matrix can be represented as a coordinate field, where the company's products (existing and new) will be located on the horizontal axis, and the markets in which the company is present (already used and potential new ones) will be located on the vertical axis. The intersection of the axes gives four points.
The resulting matrix provides 4 options for marketing strategies to increase sales and / or to maintain existing volume: reaching new markets, developing in the current sales market, developing the range, expanding markets and product range.
The appropriate option is chosen based on how often the company can update the range and how saturated the market is at the moment. You can combine two or more options.
- Coverage of new markets - entering new markets with an existing product. At the same time, markets are assumed to be of different scales - international, regional, national;
- Development in the current sales market - carrying out various activities from the marketing sphere in order to strengthen the position of the product in the market;
- Development of the product range - offer new products in the existing market in order to strengthen the position of the company;
- Diversification - expanding sales markets, attracting new markets, as well as expanding the range of products. However, one should be wary of dispersing efforts.
Scenario planning- not so long ago appeared a tool for setting strategic plans for the enterprise. With its help, alternative scenarios for the future of the company are developed. This method analyzes the external activities of the organization and combines both the known actual information and the assumed important points in the formation of the scenario. The developed alternatives necessarily combine predeterminations (which simply exist at the moment) and still undefined options for the development of important moments of activity. The enterprise strategy for strategic planning, developed on the basis of the scenario method, is characterized by flexibility and allows the company to successfully operate in different situations.
Method 6. SADT Method
Another method called Structured Analysis and Design Technique (abbreviated as SADT) is a set of actions that build a model of a specific object in a specific area. It is a method of analyzing and creating projections. With its help, the functional structure of the object is determined, in other words, the connection between the actions it performs and the analysis of the actions themselves.
Method 7. IDEF0
As a continuation of the previous one, the IDEF0 method was developed, the essence of which is to build a model and graph of the object's functionality. It describes business processes with an indication of the subordinate relationship of objects, and also formalizes them. The method explores the logical connection of works, but not their temporal sequence. The received information can be represented as a "black box" with holes for inputs and outputs, mechanisms inside, the outlines of which gradually appear up to the desired level. With the help of IDEF0, projects are organized to model various processes (for example, organizational, administrative, etc.).
- How to find inspiration for solving strategic problems
What are the problems associated with strategic planning of enterprise development
Today there is a sad tendency to reject the method of global strategic planning by a layer key managers. And it makes you wonder why. And was there even a period when strategic management was popular and applied everywhere? It can be concluded that the "golden formula", which they tried to derive and apply, did not work, and this happened due to several factors. Here are some of the reasons that influenced the current businessmen's assessment of the current situation in the field of strategic planning.
- One of the main reasons is that the link "enterprise strategy - underlying projects and activities", even with the help of BSC, is very cumbersome. Real events show that correlation is needed, for example, for corporate cards, but this is unprofitable due to the lack of free resources.
- Today, strategic planning and its methods are too static, mechanistic, do not have the necessary flexibility. Therefore, at certain stages, the constructed model turns out to be irrelevant. Scenario modeling could be called upon to help create models of various versions of the current business, but this would require additional funding to organize a special planning structure.
- The third reason is purely Russian problem, which lies in the fact that the basis of strategic planning in business is capital gains and profits. And on the one hand, this is a worthy goal, especially from the point of view of a business owner. But in our country, this position allows the number of investors-speculators to grow above the number of conscientious key shareholders. Moreover, the attitude to the strategic tasks set by these two sides usually differs radically. The first type, in the end, wants to sell his block of shares as profitably as possible, so capital gains are important to him. A strategy developed under the influence of such a message can be said to devalue the very fact of setting strategic goals.
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