Causes of strategic Methodological bases of strategic management at the enterprise. Based on anticipation of change

The first stage, 1900-1950, is management based on budgetary and financial control (post factum), which is characterized by:

internal orientation of reporting and planned information;

lack of systematic information about the external conditions of the enterprise.

Budgetary control is carried out by amending the volume and structure of income/expenses of production and sales as the current market situation changes, provided that the main activities of the enterprise remain unchanged. Such a reaction to changes is the most natural for an enterprise, but it takes a lot of time to realize the inevitability of changes, develop a new strategy and adapt the system to it.

In the context of increasing rates of change, this type of management is unacceptable.

The second stage, 1950-1960s, is management based on extrapolation. Budgetary and financial control is complemented by extrapolative forecast estimates of sales for several years ahead. Based check digits specified in the sales forecast, all functional plans for production, marketing, supply, etc. are determined, which are then aggregated into a single financial plan. The main task of the manager is to identify economic problems that limit the growth of the organization.

The third stage, 1960-1980, is management based on anticipation of change and determining the response to them by developing an appropriate strategy. This control system is characterized by:

move away from extrapolating estimates;

accounting for the variability of activity factors;

analysis of the internal capabilities of the enterprise and external factors;

search for ways to make the best use of internal capabilities, taking into account external restrictions and the compliance of existing reserves with the requirements of the external environment;

alternative solutions.

The fourth stage, from the beginning of the 80s. to the present, - management based on flexible emergency decisions (strategic management), when many important tasks occur so rapidly that it is impossible to foresee them in time. Distinctive features such control system are as follows:

emphasis on implementation strategic decisions and integration of management activities;

decentralization and democratization of management;

the growth of the importance of intuition and the strengthening of the qualitative approach in assessments;

consideration of the enterprise as a subject of active influence on the environment;

the use of strategy as the main tool for managing the development of the enterprise.

Comparative characteristics of the considered systems corporate governance presented in Table 1.

Table 1. Comparative characteristics control systems

Options	Control based control	Extrapolation based control	Foresight-Based Management	Strategic management
Assumptions	The past repeats itself	Trends persist	New phenomena/trends are predictable	Partial predictability for weak signals
Change type	Slower firm response	Comparable to firm response	Faster company response
Basis of management	Deviation control, integrated management	Target Management	Strategic Analysis	Accounting for the development of the market and the external environment
Management Emphasis	Stability / reactivity	foresight	Study	Creation
		Since the 1950s		Since the 1980s

From Table. Figure 1 shows that successive control systems are oriented towards the growing level of environmental instability and the ever-less predictability of the future.

Thus, the emergence and practical use of techniques strategic management can be considered as a reaction to the complication of managerial tasks.

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Causes strategic management.

The emergence of strategic management in Russia is caused by objective reasons arising from changes in the nature of the environment for the activities of enterprises. This is due to the action of a number of factors.

The first group of such factors is due to global trends in the development of a market economy. These include: internationalization and globalization of business; the emergence of new unexpected business opportunities opened up by the achievements of science and technology; the development of information networks that make it possible for lightning-fast dissemination and receipt of information; wide availability modern technologies; changing role of human resources; increased competition for resources; accelerating change in environment.

The second group of factors stems from those transformations in the system of economic management in Russia that took place in the process of transition to a market economy model, mass privatization of enterprises in almost all industries. As a result, the entire higher layer of management structures, which was busy collecting information, developing a long-term strategy and directions for the development of individual industries and industries, was eliminated.

You can have different attitudes towards the already non-existent sectoral ministries, planning bodies, but it cannot be denied that they, having a powerful network of sectoral and departmental institutions, carried out almost the entire amount of work on the development of promising directions for the development of enterprises, transformed them into promising current plans, which from above brought to the attention of the performers. The task of the management of enterprises was mainly to carry out operational functions to organize the fulfillment of tasks lowered from above.

As a result of the rapid liquidation of the top layer of enterprise management, combined with privatization, when the state refused to manage the vast majority of enterprises, all functions that were previously performed by higher bodies were automatically transferred to the management of associations and firms. Naturally, leadership and internal organization enterprises were in most cases not prepared for such activities.

The third group of factors is associated with the emergence of a huge number of economic structures of various forms of ownership, when a mass of people unprepared for a professional career came to the sphere of entrepreneurship. management activities workers, which predetermined the need for accelerated assimilation by the latter of the theory and practice of strategic management.

The fourth group of factors, which is also of a purely Russian nature, is due to the general socio-economic situation that has developed during the transition period from planned to market economy. This situation is characterized by a decline in production, painful restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative phenomena. All this extremely complicates the activity of economic organizations and is accompanied by a growing wave of bankruptcies, and so on. Naturally, what is happening in the country's economy predetermines the need for increased attention to the problems of strategic management, which in turn should ensure the survival of enterprises in extreme conditions. It is no coincidence that a number of authors put forward the thesis that in such a situation one should speak first of all about a survival strategy and only then about a development strategy.

Recourse to strategy becomes vital when, for example, there are sudden changes in the firm's external environment. Their cause may be: saturation of demand; major changes in technology inside or outside the firm; the sudden emergence of numerous new competitors.

In such situations, the traditional principles and experience of the organization do not correspond to the tasks of using new opportunities and do not provide for the prevention of dangers. If an organization does not have a unified strategy, then it is possible that its various departments will develop heterogeneous, contradictory and inefficient solutions: the sales department will struggle to revive the previous demand for the company's products, the production departments will make capital investments in the automation of aging industries, and the R&D department will develop new products based on old technology. This will lead to conflicts, slow down the reorientation of the firm and make its work irregular and inefficient. It may turn out that the reorientation started too late to guarantee the firm's survival.

Faced with such difficulties, the firm must solve two extremely difficult problems: to choose the right direction of development from numerous alternatives and to direct the efforts of the team in the right direction.

However, it should be noted that, along with obvious advantages, strategic management has a number of disadvantages and limitations on its use, which show that this type of management, like others, does not have universal application for solving any problems in any situations.

First, strategic management, by its very nature, does not (and cannot) give an accurate and detailed picture of the future. The future desired state of the organization formed in strategic management is not detailed description its internal and external position, but the desire of what state the organization should be in in the future, what position to take in the market and in business, what organizational culture to have, in what business groups go in etc. . And all this together should determine whether the organization will survive or not in the future in the competitive struggle.

Secondly, strategic management cannot be reduced to a set of routine procedures and schemes. He does not have a descriptive theory that justifies what and how to do when solving certain problems or in specific situations. Strategic management is a certain philosophy or ideology of business and management, and each manager understands and implements it to a large extent in his own way.

Of course, there are a number of guidelines, rules and logics for problem analysis and strategy selection, as well as strategic planning and strategy implementation. However, in general, strategic management is a symbiosis of intuition and the art of top management to lead the organization to strategic goals, high professionalism and creativity of employees, ensuring the connection of the organization with the environment, updating the organization and its products, as well as the implementation current plans and, finally, the active involvement of all employees in the implementation of the tasks of the organization, in the search for the best ways to achieve its goals.

Thirdly, it takes a lot of effort and a lot of time and resources to start the process of strategic management in an organization. It is necessary to create and implement strategic planning, which is fundamentally different from the development of long-term plans that are mandatory for execution in any conditions. The strategic plan must be flexible, responsive to changes within and outside the organization, which requires great effort and high costs. It is also necessary to create services that study the external environment. Marketing Services in modern conditions acquire exceptional significance and require significant additional costs.

Fourth, there is a sharp increase Negative consequences mistakes strategic foresight. In a situation where completely new products are being created in a short time, new business opportunities suddenly appear and opportunities that have existed for many years disappear before our eyes. The price of retribution for incorrect foresight and, accordingly, for mistakes in strategic choice becomes often fatal for the organization. Especially tragic are the consequences of an incorrect forecast for organizations that carry out an uncontested way of functioning or implement a strategy that cannot be fundamentally corrected.

Fifth, strategic management often focuses on strategic planning, while the most important component of strategic management is the implementation of the strategic plan. This implies, first of all, the creation of an organizational culture that allows the implementation of a strategy, systems of motivation and work organization, as well as a certain flexibility in the organization.

In strategic management, the execution process has an active feedback on planning, which further enhances the significance of the execution phase. Therefore, an organization, in principle, will not be able to move to strategic management, even if it has a very good strategic planning subsystem, but there are no prerequisites or opportunities for creating a strategic execution subsystem.

The evolution of intra-company management systems makes it possible to understand that successive systems correspond to a growing level of instability (uncertainty) of the external environment. Since the beginning of the 20th century, two types of enterprise management systems have been developed: management based on control over execution (post factum) and management based on extrapolation of the past. To date, two types of control systems have developed:

The first is based on positioning (management based on anticipation of change, when unexpected phenomena began to arise and the pace of change accelerated, but not so much that it was impossible to determine the reaction to them in time). This type includes: long-term and strategic planning; management through the choice of strategic positions;

The second one is connected with a timely reaction, giving a response to rapid and unexpected changes in the environment (management based on flexible emergency solutions). This type includes: management based on the ranking of strategic objectives; control by strong and weak signals; management in the face of strategic surprises.

Choice of combinations various systems for a particular enterprise depends on the conditions of the environment in which it operates. The choice of a system for determining positions is due to the novelty and complexity of the tasks. The choice of a timely response system depends on the pace of change and the predictability of tasks. The synthesis and integration of these management systems make it possible to form a strategic management method that most fully meets the conditions of flexibility and uncertainty of the external environment.

The emergence of strategic management in Russia is caused by objective reasons arising from changes in the nature of the environment for the activities of enterprises. This is due to the action of a number of factors. The first group of such factors is due to global trends in the development of a market economy. These include: internationalization and globalization of business; the emergence of new unexpected business opportunities opened up by the achievements of science and technology; the development of information networks that make it possible for lightning-fast dissemination and receipt of information; wide availability of modern technologies; changing role of human resources; increased competition for resources; accelerating environmental change. The second group of factors stems from those transformations in the system of economic management in Russia that took place in the process of transition to a market economy model, mass privatization of enterprises in almost all industries. As a result, the entire higher layer of management structures, which was busy collecting information, developing a long-term strategy and directions for the development of individual industries and industries, was eliminated. The third group of factors is associated with the emergence of a huge number of economic structures of various forms of ownership, when a mass of workers unprepared for professional management activities came into the business sphere, which predetermined the need for accelerated assimilation by the latter of the theory and practice of strategic management.

The fourth group of factors, which is also of a purely Russian nature, is due to the general socio-economic situation that has developed in the transition period from a planned to a market economy. This situation is characterized by a decline in production, painful restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative phenomena. All this extremely complicates the activity of economic organizations and is accompanied by a growing wave of bankruptcies, and so on. Naturally, what is happening in the country's economy predetermines the need for increased attention to the problems of strategic management, which in turn should ensure the survival of enterprises in extreme conditions. It is no coincidence that a number of authors put forward the thesis that in such a situation one should speak first of all about a survival strategy and only then about a development strategy.

Recourse to strategy becomes vital when, for example, there are sudden changes in the firm's external environment. Their cause may be: saturation of demand; major changes in technology inside or outside the firm; the sudden emergence of numerous new competitors. In such situations, the traditional principles and experience of the organization do not correspond to the tasks of using new opportunities and do not provide for the prevention of dangers. If an organization does not have a unified strategy, then it is possible that its various departments will develop heterogeneous, contradictory and inefficient solutions: the sales department will struggle to revive the former demand for the company's products, the production departments will make capital investments in the automation of aging industries, and the R&D department will develop new products based on old technology. This will lead to conflicts, slow down the reorientation of the firm and make its work irregular and inefficient. It may turn out that the reorientation started too late to guarantee the firm's survival.

The emergence of strategic management is caused by objective reasons associated with an increase in the share of uncertainty and unpredictability of business conditions and the complexity of the external environment. The need for the survival and development of the organization in a rapidly changing socio-cultural and economic conditions required the improvement and modification of systems and management methods.

Having analyzed the modification of management systems depending on the conditions of business activity in countries with market economies, the leading specialist in the field of strategic management I. Ansoff identified three main characteristics of environmental instability that affect these changes: the degree of familiarity of events, the pace of change and the predictability of the future. Each level of instability of the external environment corresponds to its own stage in the development of organization management systems. Table 1 shows the main stages in the development of systems and methods for managing an organization.

Table 1

Stages of development of systems and management methods

Options	Control systems
	Based on control	Based on extrapolation	Based on anticipation of change	Based on flexible emergency solutions
Organization management methods	Financial planning (budgeting)	Long term planning	Strategic planning	Strategic management
Development period	Late 1950s			Early 1980s
Objectives of management methods	Execution of the budget and production programs	Predicting the future	strategic thinking	Leveraging Change to Create Opportunities
Management tasks	Cost management	Extrapolation of past trends and patterns	Anticipating changes in the environment	Timely reaction to external changes
Habituality of events	Habitual	Within experience	unexpected	brand new
Predictability of the future	repeating the past	Predictable by extrapolation	partly predictable	unpredictable
The pace of change	Slower than organization response	Comparable to organizational response		Faster than organization response
	Cyclical			real time
Management System Efficiency
Characteristics of the external environment

1. Management based on control (budgeting). A feature of budgetary and financial methods is their short-term nature and internal orientation. With this approach, the organization is considered as a closed system, and its goals and objectives are considered given and remain, like other conditions of activity, fairly stable for a long period of time. The management system under consideration is based on performance control, which includes: labor management (norms and labor standards), financial control, operating budgeting, profit planning, management by objectives, project planning. Since norms and standards are based on past experience, control actions are more related to the past than to the future of the firm.

The first stage in the development of management systems is associated with the preparation of financial plans (“budgeting” - budgeting), which were limited only to annual financial estimates for items of expenditure for various purposes and current planning of production and economic activities. The budgets were:

1) for each of the major production and economic functions (R & D, marketing, production, capital construction, etc.);

2) for individual structural units within the corporation (branches, factories, etc.).

Their main task was to manage costs. Similar plans and their modifications still serve today as the main tool for allocating resources, as well as intra-company control over current financial, production and economic activities.

2. Extrapolation-based management (long-term planning) can be thought of as the response of firms to an accelerating rate of change in the environment, where a firm's sales forecast can be predicted by analogy with established trends in the past.

The main mechanism for implementing this management system is long-term planning , which suggests that the future can be predicted by extrapolating historical development trends. On the basis of sales targets, functional plans for production, marketing, and supply were determined. Then all plans were aggregated into a single financial plan of the corporation.

In our country, this approach was known as the “planning from the achieved” method, when production volumes were set from above, and not sales volumes. Like in a market economy.

3. Management based on the foresight of change (strategic planning). The classic of management science A. Fayol noted: “to manage is to foresee, and to foresee is almost to act.” As the crisis escalated and international competition intensified, extrapolation forecasts began to diverge more and more from real numbers. In conditions of a high level of instability of the external environment and fierce competition, the only way to formally predict future problems and opportunities is strategic planning, the fundamental principle of which is to ensure the organization's adaptability to environmental changes.

The main difference between long-term and strategic planning is the interpretation of the future. In strategic planning, there is no assumption that the future must necessarily be a repetition of the past. The initial principle of planning is changing - to go from the future to the present, and not from the past to the future.

In the strategic planning system, extrapolation has been replaced by a detailed strategic analysis, which links the development prospects and the goals of the organization to each other to develop a strategy. In strategic analysis, special attention is paid to macroeconomic development factors, socio-demographic factors, and the latest technological developments.

This approach implies the integration of financial and long-term plans into the strategic planning system, which sets two groups of tasks. First, short-term, designed for the current implementation of programs, budgets, orienting the operational units of the organization in their daily work. Another group of tasks are strategic, which lay the foundations for future profitability. Such tasks do not fit well into the system of current operations and require a separate execution system built on project management. The strategic execution system also requires a separate, special control system.

4. Management based on flexible emergency solutions (strategic management). According to the President IVM F. Carey, this is a system "focused on the market of tomorrow."

Management systems based on long-term and strategic planning have proved unsuitable for responding to events that are partly predictable but move too quickly to allow for early preparation and timely adoption of the necessary strategic decisions. In situations of instability, “anything can happen at any time.”

To cope with rapidly changing tasks, it is necessary to use a management system related not so much to determining the position (long-term and strategic planning), how much with timely real-time response to rapid and unexpected changes in the environment of the organization. Essentially, this is strategic management. as the most advanced stage of strategic planning, which, in turn, forms its essential basis. “Strategic planning is management according to plans, and strategic management is management according to results” (I. Ansoff).

Strategic management- this is a set of strategic management decisions that determine the long-term development of the organization, and specific actions that ensure the organization's quick response to changes in external factors, which may entail the need to revise the goals and adjust the general direction of development.

Thus, strategic management is characterized by the following factors:

quick dual reaction to changes in the external environment - long-term and operational at the same time (long-term is laid down in strategic plans, operational is implemented outside the planned cycle in real time);

in strategic management, not only ways of adapting to the external environment are considered, but also ways to change it (the management process must be proactive);

strategic management includes elements of all previous management systems.

Prerequisites for the emergence of strategic management

First time methods strategic management were developed in the USA in the early 1970s. consulting firm McKincey and put into practice in 1972 in companies General Electric, IBM, Coca- Cola and others. In the early 1980s. they were already used by almost half of the major corporations.

The theoretical foundations of strategic management were the following concepts:

1) "a future-oriented corporation"; It gained popularity in the mid-1960s. and considered the internal structure of the firm and its surrounding socio-economic and technological environment as a whole. Initially, the emphasis was on the company's flexible adaptation to the environment, then on its active change;

2) "goal management"; it was assumed that the goals (for example, units) are adjusted based on real circumstances and the ability of staff to implement them;

3) "situational approach"; in accordance with it, management is a reaction to the influence of circumstances. It involves solving emerging problems, taking into account the interaction of the internal and external environment (which was emphasized), existing restrictions, the qualifications of managers, the accepted leadership style;

4) "ecological school", which raised the question of the organic relationship between the firm and the environment and ensuring the company's survival within its framework as the main task of managerial activity;

5) " organizations serving the environment"; in the center there was a provision on the need for the company to adapt to the environment when it changes by restructuring goals;

6) "marketing", which said that the company should not impose its products on the market, but proceed in its activities from the needs of customers, rebuild the entire production system in accordance with them;

7) "strategic planning" it is aimed at identifying and analyzing strategic problems, setting goals, determining long-term development guidelines, a course of action, and redistributing resources in accordance with this.

As an academic discipline, strategic management began to take shape after the publication of R. Rumelt's books "Strategy, Structure and Result" (1974) and "Competitive Strategy" by M. Porter (1980).

Stages of development of corporate planning

The emergence of strategic management techniques and their use in practice is most easily understood in a historical context. Business historians generally distinguish four stages in the development of corporate planning: budgeting, long-range planning, strategic planning, and strategic management.

Budgeting. Until the Second World War, special planning services, especially long-term ones, were not created in companies. The top executives of corporations regularly discussed and outlined plans for the development of their business, but formal planning was limited to the preparation of annual financial estimates - budgets by item of expenditure for various purposes. A feature of budgetary and financial methods is their short-term nature and internal orientation, i.e. the organization in this case is considered as a closed system. When using only budgetary and financial methods, the main concern of managers is the current profit and cost structure. The choice of such priorities creates a threat to the long-term development of the organization.

Long term planning. In the 1950s - early 1960s. The characteristic conditions for the management of American companies were high growth rates of commodity markets, relatively high predictability of trends in the development of the national economy. These factors necessitated the expansion of the planning horizon and created the conditions for the development of long-term planning. The main idea of ​​the method is to make a sales forecast for the company for several years ahead. At the same time, due to the slow increase in the characteristics of the variability of the external environment, long-term planning was based on the extrapolation of past trends in the development of the company. The main indicator - sales forecast - was based on extrapolation of sales in previous years. The main task of managers was to identify financial problems that were limiting the growth of the firm.

Strategic planning. In the late 1960s, the economic environment in many industrialized countries changed significantly. As the crisis escalated and international competition intensified, extrapolation forecasts began to diverge more and more from the real figures. Thus, it turned out that long-term planning does not work in a dynamically changing external environment and fierce competition. In the system of strategic planning, there is no assumption that the future must necessarily be better than the past, and the premise that it is possible to study the future by extrapolation is rejected. The difference between managers' understanding of the role of external factors is the main difference between long-term planning and strategic planning. At the forefront of strategic planning is the analysis of both the internal capabilities of the organization and external competitive forces and the search for ways to use external opportunities, taking into account the specifics of the organization. Thus, it can be said that the purpose of strategic planning is to improve the response of the enterprise to the dynamics and behavior of competitors.

Strategic management. By the 1990s, most corporations around the world had begun the transition from strategic planning to strategic management. Strategic management is defined as a complex of not only strategic management decisions that determine the long-term development of an organization, but also specific actions ensuring a quick response of the enterprise to a change in the external environment, which may entail the need for a strategic maneuver, revision of goals and adjustment of the general direction of development.

In this way, strategic management is an action-oriented system that includes the process of implementing the strategy, as well as evaluation and control. Moreover, the implementation of the strategy is a key part of strategic management, since in the absence of implementation mechanisms, the strategic plan remains only a fantasy.

Essence, subject and tasks of strategic management

Strategic management is an activity that consists in choosing the scope and system of actions to achieve the long-term goals of the organization in a constantly changing environment.

This is the area of ​​activity of the top management of the company, whose main responsibility is to determine the preferred directions for the development of the organization, setting fundamental goals, optimal allocation of resources, using everything that gives the organization a competitive advantage.

Strategic management acts as a process through which an organization interacts with its environment. At the same time, strategic management is a field of knowledge about techniques, tools, methodology for making strategic decisions and methods for their practical implementation. Strategic management activities are associated with setting the goals and objectives of the organization, as well as maintaining relationships between the organization and the environment that help it achieve its goals, correspond to its internal capabilities and allow it to remain susceptible to changes in the external environment.

Strategic management solves the following tasks:

Overcoming the crisis state of the company, caused by the discrepancy between its capabilities and the requirements of the environment for occupying a leading position in the market (in the industry) in the future;

Ensuring viability in any most unexpected situation;

Creation of conditions for long-term development, taking into account external and internal opportunities.

The main principles of strategic management are:

1) The assumption of the unity of the company and the environment, used in setting the main goals and objectives, creating a program for their implementation.

2) Focus on the implementation of the vision of the future, the mission of the company, its global quality goals, achieving competitiveness.

3) Accounting for the formation and choice of strategies of the characteristics of the markets in which it operates, its strategic potential.

To date, it has emerged two approaches to strategic management.

Traditional approach assumes that firms use their strengths for a strategic breakthrough in the existing competitive environment, the opportunities that open up before them.

Modern approach is that companies, by manipulating their resources, form for themselves such an external environment, the demands of which they can satisfy with the greatest benefit for themselves. For example, monopolies, by reducing the supply of their products and creating artificial shortages, are able to raise prices and extract excess profits.

In other words, the emphasis is gradually shifting from actions related to preparing for the future to actions aimed at its purposeful formation. At the same time, reliance is placed on personnel as the most valuable resource of the company, information systems, and constant structural adjustments.

The subject of strategic management is strategic process which includes the following steps:

1) a study of the internal and external environment of the company, within which it operates (strategic analysis);

2) definition of the mission, setting goals, formulating strategies and considering alternatives and final selection and preparation of appropriate plans (strategic planning);

3) development of a new organizational structure and management system, practical activities to achieve the set goals, including in unforeseen situations, transforming the company into a new state, evaluating its results, adjusting further steps (managing the implementation of strategies and plans, or strategic management in the narrow sense ).

Strategic Decisions

Strategic decisions are at the heart of strategic management.

Strategic Decisions - this is management decisions, which:

are future-oriented and lay the foundation for making operational management decisions;

are associated with significant uncertainty, since they take into account uncontrollable external factors affecting the enterprise;

are associated with the involvement of significant resources and can have extremely serious, long-term consequences for the enterprise.

The main features of strategic decisions:

innovation;

focus on the long-term goals of the enterprise, on the future, and not on the present;

uncertainty;

many alternatives;

there are no strict time frames for implementation;

long term consequences.

subjectivity.

The need for the formation of strategic management in Russia

Currently, in the economic practice of Russia, the mechanism of strategic management is undergoing a period of formation. At the same time, domestic and international analysts believe that Russian market has entered the stage when the lack of a developed strategy prevents enterprises from operating and developing sustainably. The momentary strategic decisions that made some companies successful immediately after 1991 no longer work. Therefore, company leaders are gradually coming to an understanding of the need to develop a development strategy. This is facilitated by the identification of the enterprise as an integral isolated system, the formation of new targets and interests of the enterprise and its employees.

Rapid changes in the external environment also stimulate the emergence of new methods, systems and approaches to management in domestic enterprises. If a external environment stable, there is no special need to engage in strategic management. However, at present, most Russian enterprises operate in a rapidly changing and difficult to predict environment, and, therefore, are in dire need of strategic management methods.

The need for the formation of a strategic management system in domestic practice is also determined by the ongoing integration processes. In Russian business, financial and industrial groups are emerging that unite technologically related enterprises. Even small enterprises for the purpose of successful functioning are combined into corporations, which are called small diversified.

The next important prerequisite for the development of strategic management is the process of business globalization, which inevitably affected our country as well. Large companies view the world as a single market space, where national differences and preferences are erased, and consumption is standardized. Products from companies such as Mars, Siemens, Sony, Procter& Gamble, L’ Oreal and many others are sold in all countries of the world and are an important competitive factor in national markets. It is possible to resist the onslaught of the goods of large companies only by acting by similar methods, i.e. developing a strategy for working in a competitive environment.