Introduction

Methodological foundations strategic management

1 Scientific hypotheses

2Scientific approaches to strategic management

Essence and content of strategic management

1The essence of strategic management

Characteristics of strategic management

1Conditions for the emergence of strategic management

2New management pyramid

3Distinctive characteristics of strategic management

4Advantages and limitations of strategic management

Conclusion

Bibliography

Introduction

Strategic management deals with the growth and survival of large organizations. The importance of strategic behavior in allowing a firm to survive in the competition in the long term has increased dramatically in recent decades. The acceleration of changes in the environment, the emergence of new demands and changes in the position of the consumer, increased competition for resources, the internationalization and globalization of business, the emergence of new unexpected business opportunities opened up by the achievements of science and technology, and a number of other reasons have led to a sharp increase in the importance of strategic management. But there is no single strategy for all companies, as well as a single universal strategic management. Thus, in order to draw up a strategy for a particular firm, it is necessary to conduct a strategic analysis of its internal and external environment.

strategic management strategy

1. Methodological foundations of strategic management

.1 Scientific hypotheses

In the strategic management system, methodological approaches are becoming increasingly important, which is understood as a single holistic direction for using the logic, principles and methods of strategic management in the development of forecasts, projects, strategic programs and plans of all levels and time horizons. All of them are based on certain hypotheses.

random hypothesis. There is no single recipe for managing a company. Sometimes the randomness hypothesis is interpreted as follows: if there is no universal solution, then each company is unique in nature and must and must find its own way. However, at present, the understanding of this hypothesis is as follows: between two solutions common to all, there is a certain set of different types of managerial behavior corresponding to different types of problems.

Hypothesis about dependence on the external environment. The problems that the external environment poses to the company determine the optimal model of the company's behavior. In the second half of the 20th century, this hypothesis acquired vital importance. At the beginning of the century, when companies largely determined their environment, it could be neglected.

Conformity hypothesis (borrowed from cybernetics). To achieve success, the level of aggressiveness of the company's strategy must match the level of turbulence in the environment.

Hypothesis about strategy, ability and activity. The activity of the company is optimal when its strategic behavior corresponds to the level of turbulence of the environment, and business abilities correspond to strategic behavior.

The multi-element hypothesis, which rejects the assumption that any one component of management, whether it be key managers, structure, culture or system, is essential to success. On the contrary, the success of the company is the result of the interaction and complementarity of several key elements (although under different conditions one or more components may prevail over others).

The balance hypothesis. For each level of environmental turbulence, you can choose a combination (vector) of elements that optimizes the success of the company. One glance is enough to understand that only a small number of companies behave optimally.

1.2 Scientific approaches to strategic management

The analysis of the theory and practice of managing economic systems made it possible to establish the need to apply the following scientific approaches to strategic management:

system approach - consideration of a system (enterprise) as a set of interrelated elements that has an input, output (goal), connection with the external environment, feedback;

marketing approach - orientation of the control subsystem to the consumer;

functional approach - consideration of the need as a set of functions necessary to satisfy it;

reproduction approach - focus on the constant resumption of production of goods for the needs of a particular market with the lowest total costs;

normative approach - the establishment of management standards for all subsystems of the management system for the most important elements;

an integrated approach - taking into account the technical, economic, organizational, environmental, social, psychological aspects of management in their relationship;

integration approach - focus on the study and strengthening of the relationship between individual subsystems and elements of the management system; between the stages of the life cycle of the control object; between levels of management vertically; between the subjects of management horizontally;

dynamic approach - consideration of the control object in dialectical development, in cause-and-effect relationships and subordination;

process approach - consideration of management functions as a series of continuous interrelated actions;

quantitative approach - the transition from qualitative to quantitative assessments using mathematical and statistical methods, engineering calculations, expert assessments, a scoring system;

administrative approach - regulation of functions, rights, obligations, quality standards, costs, duration, elements of the management system in regulations;

behavioral approach - assisting the employee in understanding his capabilities and abilities based on the application of the concepts of behavioral sciences.

situational approach - the use of methods that are most appropriate for a given situation and adapted to it.

2. Essence and content of strategic management

.1 Essence of strategic management

The essence of strategic management is the answer to three critical questions:

What is the current state of the company?

Where would it like to be in three, five, ten years?

How to reach the desired position?

To answer the first question, managers must have a good understanding of the current situation in which the enterprise finds itself before deciding where to go next. And this requires an information base that provides the process of making strategic decisions with relevant data for the analysis of past, present and future situations. The second question reflects such an important feature of strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set. The third issue of strategic management is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.

In its subject content, strategic management refers only to the main, basic processes at the enterprise and beyond, paying attention not so much to available resources and processes as to the possibilities of increasing the strategic potential of the enterprise. Strategic decisions are at the heart of strategic management.

Strategic decisions are management decisions that:

) are future-oriented and lay the foundation for 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.

Strategic decisions include:

reconstruction of the enterprise;

introduction of innovations (new products, new technologies);

organizational changes (changes in the organizational and legal form of the enterprise, the structure of production and management, new forms of organization and remuneration, interaction with suppliers and consumers);

entering new markets;

acquisition, merger of enterprises, etc.

Strategic management extends to the long-term goals and actions of the company. We can say that the formulation of the strategy (mode of action) and its clear tools are the core of management and the most accurate sign of good management companies.

determining the purpose and main goals of the company's business;

analysis of the external environment of the company;

analysis of its internal situation;

selection and development of a strategy at the level of the strategic business area (SZH) of the company;

portfolio analysis of a diversified firm;

designing its organizational structure;

choice of degree of integration and management systems;

determination of standards of conduct and policies of the company in certain areas of its activity;

providing feedback on the company's results and strategy;

strategy improvement; management structures.

The relationship of these components is shown in Figure 1.

Figure 1 - Content of strategic management

Strategic management begins with the definition of the mission (purpose) and the main goals of the company. This establishes the context within which the strategy must be formed and the criteria for its suitability determined. The mission (purpose) establishes why the company exists and what it should do. aim external analysis is the identification of strategic opportunities and threats. The external environment of the firm is considered at two levels: industry and broader macroenvironment.

aim internal analysis is the identification of strengths and weaknesses in the activities of the firm. This includes identifying the quantitative and qualitative characteristics of the organization's resources in the areas of production, marketing, materials management, R&D, information management, finance, etc.

Strategic choice involves the generation of a set of strategic alternatives that are consistent with the mission and objectives of the firm, its internal strengths and weaknesses, external opportunities and alternatives. The basis of this process is usually a SWOT analysis. For a diversified firm, the problem is choosing the optimal set of SBAs (creating an optimal portfolio of SBAs), for which special procedures are used (the so-called "matrix technique"). SBA portfolio optimization is associated with the use of market entry and exit strategies.

To implement the chosen strategy, the firm must use an appropriate organizational structure and an appropriate system of organizational control.

In practice, the strategy is developed at four levels of company management (Table 1).

Table 1 - The main levels of development of the company's strategy

	Responsible for development (decision making)
Corporate strategy	Executive director, key vice directors (the decision is made / reviewed by the board of directors)	Creation and management of a portfolio of SBAs Ensuring synergy of SBAs as a competitive advantage Determination of investment priorities and resource management in the most attractive SBAs Revision / revision / unification of the main strategic approaches of SBA chiefs
SZH strategy	Chief manager / chief of the SZH (decisions are made / reviewed by the company's management)	Determination of actions and approaches for successful competition and in the interests of obtaining competitive advantage. Formation of response to changing external conditions. Unification of strategic initiatives of key functional services. Actions to solve specific problems
Functional strategy	Functional managers (decisions are usually made / reviewed jointly with the SZH management)	Creation of functional approaches to support business strategy and achieve functional goals and functional strategies in R&D, production, marketing, finance, personnel. Revision / revision / unification of the main approaches of lower-level managers
Operational strategy	Heads of field units / lower level managers, including functional ones (decisions are made / reviewed by heads of functional departments)	Development of narrower and more specific approaches and actions in support of functional and SBA strategies and in the interests of achieving the goals of field units and functional departments

This process is schematically shown in Figure 2.

Figure 2 - Information flows in the formation of the strategy of a diversified firm

Strategic management extends to the long-term goals and actions of the company. We can say that the formulation of a strategy (mode of action) and its clear tools are the core of management and the surest sign of good company management.

3. Characteristics of strategic management

.1 Conditions for the emergence of strategic management

The main conditions for the emergence of strategic management include:

technological breakthroughs that require forecasting new production and technological opportunities;

saturation of the market for goods and services, which led to increased competition and complication of consumer demands;

the beginning of the process of globalization of markets and the emergence of transnational corporations capable of influencing the market up to its division.

3.2 New management paradigm

The actions of organizations and their leaders cannot be reduced to simply responding to the changes that are taking place. The need for conscious change management based on a scientifically based procedure for their foresight, regulation, adaptation to the goals of the organization, to changing external conditions is increasingly recognized. Similarly, the organization itself must respond adequately to changes in external environment.

The principles of the new management paradigm should constitute the entire system for improving the management of the organization. Under the conditions of operational management, these principles make it possible to understand the nature of the organizational and managerial mechanisms for subordinating production to consumption and satisfying market demand. They are especially important for understanding the concept of strategic management, which has become increasingly widespread in recent years. They allow:

understand the structure of the strategy planning process, the role and methodology of strategic market segmentation;

understand the new methodological tools used in the analysis of strategic alternatives and the choice of strategy;

select and design a system for managing the implementation of the strategy and organizational structures management of the firm, allowing it to achieve its goals in the face of strategic changes.

In a highly competitive and rapidly changing environment, firms must not only focus on the internal state of affairs, but also develop a long-term strategy of behavior that would allow them to keep up with the changes taking place in their environment.

In the past, many firms were able to function successfully by focusing mainly on day-to-day work, on internal problems associated with improving the efficiency of resource use in current activities. Now, although the task of rational use of potential in current activities is not removed, it becomes extremely important to implement such management, which ensures the adaptation of the company to rapidly changing business conditions.

A number of reasons led to a sharp increase in the importance of strategic management. The main ones are:

accelerating environmental change;

the emergence of new requests and changes in consumer positions;

increased competition for resources;

business internationalization;

the emergence of new unexpected business opportunities opened 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.

There is no single strategy for all companies, just as there is no single universal strategic management. Each firm is unique in its own way, so the process of developing a strategy for each firm is unique, as it is influenced by:

the firm's position in the market;

company development dynamics;

the company's potential;

competitor behavior;

characteristics of the goods produced by the company or the services it provides;

state of the economy;

cultural environment and many other factors.

At the same time, there are some fundamental points that allow us to talk about some generalized principles for developing a behavior strategy and implementing strategic management.

3.3 Distinctive characteristics of strategic management

Strategic decisions are mainly related to external rather than internal problems of the organization. In management, the term "strategic" itself means - "affecting the relationship between firms and the environment."

Strategic management was born evolutionarily from strategic planning, which is its essential basis. In contrast to long-term planning, strategic planning and management determines what the organization must do now in order to achieve the desired goals in the future, and also develops the ability to respond to changes in the environment in order to achieve these goals.

Strategic management involves not only the adaptation of an enterprise to the external environment, but also a directed impact on the environment, its change and the creation of conditions for implementing the strategy and achieving goals. The external environment is the area of ​​strategic changes that are carried out in the process of implementing the strategy.

Strategic management requires an entrepreneurial style of behavior of TOP managers, which is characterized by the desire for change, anticipation of future dangers, the search for new opportunities and new management decisions, etc.

Strategic management is the combination of intuition and 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, as well as the active inclusion of all employees in the implementation of the organization's tasks aimed at achieving the goal. Strategic management is a process that is unique to every firm.

3.4 Advantages and limitations of strategic management

strategic management provides a common understanding of why the organization functions and certain management decisions are made (this allows you to bring a single focus on the activities of all departments and personnel of the organization to achieve its strategic goals);

strategic management is designed to ensure not the current success of the organization, but its continuous development in conditions of unstable external environment and fierce competition;

strategic management allows you to combine the decision of the leaders of all levels of management associated with the strategy;

strategic management provides an opportunity to evaluate alternative options for the use of resources, that is, it is reasonable to transfer resources to strategically sound and effective projects;

strategic management creates an environment that encourages the active leadership of the organization, rather than passive response to changing situations;

in strategic management, the latest and most progressive developments are used.

However, some disadvantages inherent in strategic management should be noted:

strategic management, by virtue of its nature, cannot give an accurate and detailed picture of the future, which makes it difficult to develop strategic plans and implement them;

strategic management does not have a descriptive theory that prescribes what and how to do when solving limited problems and in specific situations. Each manager understands and implements strategic management in his own way, but not everyone has strategic foresight;

huge efforts, large expenditures of time and resources are required in order for the organization to begin the process of strategic management;

At present, the negative consequences of mistakes in strategic foresight are sharply increasing.

Conclusion

Having researched the topic control work, it is possible to determine the high role of strategic management in the economy of modern companies. The correct drawing up of a strategy determines the competitiveness of a company in the market of goods and services.

Bibliography

1. G. Minuberg, D. Lampel, B. Ahlstrand, "School of Strategies" "Peter", St. Petersburg 2000

I.B. Gurkov "Strategic management of the organization" CJSC "Business School", "Intel-Sintez", Moscow 2001

V.L. Bakshtansky, O.I. Zhdanov "10000 days of management in life" "PER SE", Moscow 2001.

V. Vglukhov "Management", "Spetslit" St. Petersburg, 2000

F. Cutler “Marketing. Management” “Piter”, Saint-Petersburg 2001

Yu.V. Kuznetsova, V.I. Podlesnykh "Management" Publishing House "Business Press", St. Petersburg 2001

Strategic management is a field of science and practice of management, the purpose of which is to ensure the development of organizations in a rapidly changing environment. The theory of strategic planning and management was developed by American researchers and consulting firms, then this apparatus became part of the arsenal of intra-company planning methods in all developed countries, and is now increasingly in demand by Russian businessmen.

As experts in the field of strategic management V.D. Markova, S.A. Kuznetsov, its essence lies in the answer to three most important questions:

1. What is the current state of the company?
2. in what position it would like to be in three, five, ten years;
3. how to reach the desired position? (Fig. 1.1).

Before deciding where to go next, managers must have a good understanding of the current situation in which the enterprise finds itself and answer the first of the above questions, which requires an information base that provides the strategic decision-making process with relevant data to analyze past, present and future situations. . The second question reflects such an important feature of strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set. The third issue of strategic management is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.

In its subject content, strategic management refers only to the main processes in the enterprise and beyond, paying attention not so much to available resources and processes as to the possibilities of increasing the strategic potential of the enterprise.

Strategic management is defined as a set of strategic management decisions that determine the long-term development of an organization, as well as specific actions that ensure rapid the company's response to changing external conditions, which may entail the need for strategic maneuver, revision of goals and adjustment of the general direction of development.

Strategic management is based on strategic decisions, which include:

• reconstruction of the enterprise;
• introduction of innovations (new products, new technologies);
• organizational changes (changes in the organizational and legal form of the enterprise, the structure of production and management, new forms of organization and remuneration, interaction with suppliers and consumers);
• entering new markets;
• acquisition, merger of enterprises, etc.

Strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on comparing the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates.

1.1.2. The history of the emergence of strategic management

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 governance: budgeting, long-term planning, strategic planning, and strategic management.

Table 1.1. Stages of development of control systems

Parameter	Types of control systems
budgeting	long term planning	strategic planning	strategic management
Assumptions	The past repeats itself	Trends persist - extrapolation	New phenomena/trends are predictable	Partial predictability for weak signals
Change type	Slower firm response	Comparable to firm response	Faster company response
Process	Cyclical	real time
Basis of management	Deviation control, integrated management	Foresight of Growth, Fundamentals and Opportunities	Changing strategic factors	Accounting for the development of the market and the external environment
Management Emphasis	Stability / reactivity	foresight	Study	Creation
Period	Since 1900	Since the 1950s	Since the 1970s	Since the 1990s

Budgeting

Until the Second World War, in the era of the formation of corporations, special planning services, especially long-term planning, were not created in companies. Corporate executives regularly discussed and outlined plans for the development of their business, however, formal planning associated with the calculation of relevant indicators, maintaining financial reporting forms, etc. , was limited only to the preparation of annual financial estimates - budgets by item of expenditure.

Budgets were drawn up, firstly, for each of the major production and economic functions (R & D, marketing, capital construction, production); secondly, for individual structural units within the corporation: departments, factories, etc. Similar budgets in the modern economy also serve as the main tool for distributing intra-corporate resources and monitoring current activities. 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 naturally poses a threat to the long-term development of the organization.

Long term planning

In the 50s - early 60s of the XX century. 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 core 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 - the sales forecast - was based on the extrapolation of sales in previous years. Further, on the basis of the control figures specified in the sales forecast, all functional plans for production, marketing, and supply were determined. Finally, all plans were aggregated into a single financial plan corporations. The main task of managers was to identify financial problems that were limiting the growth of the firm. In other words, does the firm have sufficient internal resources, or does it need to resort to borrowed funds?

This approach, better known to us as the method of "planning from what has been achieved", was widely used under the conditions of centralized management of the Soviet economy. The main guidelines for enterprises were production volumes set from above, and not sales volumes, as in a market economy, the achievement of which, as a rule, was limited by limited resources. With this approach, the calculations of the payback of capital investments, the comparison (discounting) of costs over time were widely used.

Strategic planning

In the late 1960s, the economic situation in many industrialized countries changed significantly. As the crisis escalated and international competition intensified, extrapolation projections began to diverge more and more from the real figures, with the most typical phenomenon being setting optimistic goals that did not match the real results. The top management of the firm usually assumed that performance would improve in the future, but often the firm did not reach the planned results. Thus, it turned out that long-term planning does not work in a dynamically changing external environment and fierce competition.

The crystallization of the fundamental elements of the concept of strategic planning is largely associated with the search for ways to overcome the limitations of the long-term planning system, clearly manifested in the uncertainty of the parameters of the general economic development. 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. Actually, the different understanding of the role of external factors by managers is the main difference between long-term extrapolative planning and strategic planning. The main thing in 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 organization's response to market dynamics and the 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 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 for strategic maneuver, revision of goals and adjustment of the general direction of development.

I. Ansoff recommends considering strategic management as consisting of two complementary subsystems: analysis and selection of a strategic position and operational management in real time. Thus, strategic management, unlike strategic planning, is an action-oriented system that includes consideration of 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.

Paraphrasing P. Drucker, I. Ansoff writes: "Strategic planning is management according to plans, and strategic management is management according to results", thus emphasizing in strategic management the constant monitoring of the external environment and the results obtained, as in modern conditions, the uncertainty of the external environment increases while signals about changes in it are weakened, which leads to the need to have sensitive subsystems for tracking changes in the external environment. The emergence of strategic surprises, such as the sequestration of the Russian budget, forces strategic decisions to be made outside of planning cycles. To capture such surprises, systems are being created for collecting and analyzing information in real time (online).

In our opinion, the differences between strategic management and strategic planning are characterized by the commonality of the following important factors:

• strategic management is characterized by a quick dual reaction to changes in the external environment: long-term and operational at the same time. Long-term response is laid down in strategic plans, operational - is implemented outside the planned cycle in real time;
• strategic management considers ways to change the external environment, and not just adapt to it; strategic management also means that the management process must be proactive, not reactive. With a proactive strategy, managers try to influence events in the external environment, and not just react to them. These factors explain the desire big business influence the adoption of political, economic, legislative and other changes at the macro and micro levels;
• strategic management includes elements of all previous management systems, i.e. involves budgeting, using extrapolation to estimate relatively stable factors, applying elements of strategic planning, and adapting real-time strategic decisions.

Often strategic management is called market strategic management (strategic market management). The inclusion of the word "market" in the definition means that strategic decisions should take into account the development of the market and the external environment to a greater extent than internal factors. A firm that implements strategic management must have external orientation(on consumers, competitors, market, etc.). This is the so-called marketing, or market, approach to the organization of management, in contrast to the production approach, focused on the internal capabilities of production.

Introduction

1. Essence and functions of strategic management

1.1 The essence of strategic management

1.1.1 Conditions and stages of formation of strategic management

1.1.2 Distinctive characteristics of strategic management

1.1.3 Advantages and limitations of strategic management

1.1.4 Steps in the strategic management process

1.2 Functions of strategic management

2. Strategic plan of St. Petersburg for the formation of a favorable economic climate

2.1 Formation of a favorable economic climate

2.2 Mechanisms for implementing and updating the Strategic Plan

2.3 Expected results of the implementation of the Strategic Plan

Conclusion

Bibliography

INTRODUCTION

As an academic discipline, strategic management began to take shape after the publication of the book Strategy, Structure and Results by Richard Rumelt in 1974. The next important contribution was made by Michael Porter and his book " Competitive strategy which came out in 1980. Since this discipline is young and covers very complex processes of modern business management, there is no unambiguous, sufficiently clear definition of it. Here are the most common definitions.

Strategic management is the process by which managers set the long-term direction of the organization, its specific goals, develop strategies to achieve them in the light of all possible internal and external circumstances, and adopt the chosen action plan for execution.

Strategic management is the process of forming the goals of the organization and managing to achieve them.

Strategic management is the process of assessing the external environment, formulating organizational goals, making decisions, their implementation and control, focused on achieving goals in the present and future external environment of the organization.

1. ESSENCE AND FUNCTIONS OF STRATEGIC MANAGEMENT

1.1 The essence of strategic management

1.1.1 Conditions and stages of formation of strategic management

Conditions for the emergence of strategic management:

Technological breakthroughs requiring forecasting of new production and technological opportunities;

Saturation of the market for goods and services, which has led to increased competition and complication of consumer demands;

The beginning of the process of globalization of markets and the emergence of transnational corporations capable of influencing the market up to its division.

Stages of formation of strategic management:

Management based on performance control. The condition for such management is the idea of ​​a stable environment for the organization to change, which manifests itself after the completion of events (reactive adaptation).

Management based on extrapolation or long-term planning (1950s). It is based on the identification of current changes, certain performance indicators of the enterprise and extrapolation of the identified trends into the future. This approach is most useful for planning the use of resources in the long term, taking into account both potential growth and planned reductions in production.

Management based on anticipation of change or "strategic planning". Strategic planning allows you to foresee future trends in time and determine the response to them by developing an appropriate strategy. This approach is based on identifying trends not only in the economic development of corporations, but also in the external environment. Strategic planning is based on the identified strengths and weaknesses of the organization, as well as opportunities and threats in the external environment, taking into account trends in their change.

Management based on flexible solutions or "strategic management". In addition to predicting changes in the external environment, "strategic management" involves the management of strategic opportunities and the creation of competitive advantages necessary for the success of the company in the future.

1.1.2 Distinctive characteristics of strategic management

Strategic decisions are mainly related to external rather than internal problems of the organization. In management, the term "strategic" itself means - "affecting the relationship between firms and the environment."

Strategic management was born evolutionarily from strategic planning, which is its essential basis. In contrast to long-term planning, strategic planning and management determines what the organization must do now in order to achieve the desired goals in the future, and also develops the ability to respond to changes in the environment in order to achieve these goals.

Strategic management involves not only the adaptation of an enterprise to the external environment, but also a directed impact on the environment, its change and the creation of conditions for implementing the strategy and achieving goals. The external environment is the area of ​​strategic changes that are carried out in the process of implementing the strategy.

Strategic management requires the entrepreneurial style of behavior of TOP managers, which is characterized by the desire for change, anticipation of future dangers, the search for new opportunities and new management decisions, etc.

Strategic management is the combination of the intuition and art of top management to lead the organization to strategic goals, the high professionalism and creativity of employees, ensuring the connection of the organization with the environment, as well as the active inclusion of all employees in the implementation of the organization's tasks aimed at achieving the goal.

Strategic management is a process that is unique to each firm.

1.1.3 Advantages and limitations of strategic management

Benefits of a strategic approach to managing an organization:

Strategic management provides a common understanding of why the organization functions and certain management decisions are made (this allows you to bring a single focus on the activities of all departments and personnel of the organization to achieve its strategic goals);

Strategic management is designed to ensure not the current success of the organization, but its continuous development in conditions of unstable external environment and fierce competition;

Strategic management allows you to combine the decision of the leaders of all levels of management associated with the strategy;

Strategic management provides the ability to evaluate alternative options for the use of resources, that is, it is reasonable to transfer resources to strategically sound and effective projects;

Strategic management creates an environment that encourages active leadership of the organization rather than passive response to changing situations;

In strategic management, the latest and most progressive developments are used.

Disadvantages of strategic management:

Strategic management, by virtue of its nature, cannot give an accurate and detailed picture of the future, which makes it difficult to develop strategic plans and implement them;

Strategic management does not have a descriptive theory that prescribes what and how to do when solving certain problems and in specific situations. Each manager understands and implements strategic management in his own way, but not everyone has strategic foresight;

It takes a lot of effort, a lot of time and resources to start the process of strategic management in the organization;

At present, the negative consequences of mistakes in strategic foresight are sharply increasing.

1.1.4 Steps in the strategic management process

Stages of strategic management:

Environmental analysis;

Strategy formation;

Strategy implementation;

Evaluation and control of the implementation of the strategy.

Environmental analysis is considered the initial stage of the strategic management process, as it provides the basis for defining the mission and goals of the organization and developing strategy. The external environment is a set of variables, threats and opportunities that are outside the enterprise and beyond the short-term control of management. The internal environment is a set of variables (strengths and weaknesses) that are within the organization and controllable by management over a short period.

Formation of the strategy - definition of the mission and goals (long-term and short-term). Strategy formation is the process of defining the mission and goals of the organization, as well as choosing a strategy to achieve these goals.

Strategy implementation is the process in which the strategy is translated into actions based on the developed programs, budgets and procedures, and it is also the process of making strategic changes in the organization, putting it in a state in which the organization will be ready to implement the strategy.

Evaluation and control of the implementation of the strategy - provides a stable feedback between the implementation of the strategy and the goals of the organization. Strategic control is aimed at finding out to what extent the implementation of the strategy leads to the achievement of the company's goals.

Requirements for a strategic manager

In today's complex and rapidly changing environment, a fundamental role is given to those who manage the development of strategy, i.e. strategic managers. According to E. Wrapp (University of Chicago), the most successful strategic managers should have the following qualities:

– be well informed, which provides for the possibility of making a wide range of management decisions on different levels management. Managers must create a network of information sources in various parts of the organization that will enable them to stay within operational realities;

– be able to manage your time and energy, and, therefore, effectively distribute and know when to delegate responsibility, and when to be included in private decisions;

– to be good politicians, to have the art of achieving consensus on the basis of their ideas, and not to "press" authority to promote them, to act as a member or leader of a coalition, and not as a dictator;

– should not, as experts, "go in cycles". A changing world requires a certain amount of flexibility from the strategic manager. He must be ready to maneuver and adapt to the evolving situation. This does not mean that the firm should act without certain goals, but one must be prepared to adjust them;

- promote the program in private areas.

Tasks of a strategic manager

A strategic manager is a person who leaves an imprint on the activities of the organization, on its main independent divisions. The main task of the strategic manager is to ensure the activities of the organization (preserving the "health" of the organization) while moving in a certain direction.

In a broad sense, the task of managers is to choose the structure that best suits the goals and objectives of the organization, as well as internal and external factors affecting it. The “best” structure is the one that best enables an organization to interact effectively with its external environment, distribute and direct the efforts of its employees in a productive and efficient manner, and thus meet customer needs and achieve its goals with high efficiency.

Strategic managers are often referred to as complex managers. They are different from functional managers, who provide for the implementation of individual business functions (human resources, procurement, production, sales, customer service, accounting), and occupy a unique position in the company, managing the organization in a strategic sense.

1.2 Functions of strategic management

Strategic management is the substantiation and selection of long-term goals for the development of an enterprise and increasing its competitiveness, their consolidation in long-term plans, the development of targeted programs that ensure the achievement of the intended goals. The most important, promising issues should be dealt with directly CEO or the owner of the company, who can be assisted by referents (headquarters). Otherwise, he will eventually have to give way to another person who actually performs these functions.

Strategic management involves the implementation of the following functions:

a) determining the goals of the company, taking into account the market situation;

b) determining the means to achieve these goals;

c) segmentation, that is, the division of a common goal into subgoals;

d) development of relevant long-term plans and programs.

All types of management are interconnected. Any manager performs administrative functions, manages the staff, participates in the choice of the goals of his activity and the means to achieve it. The director of a small enterprise, and even more so an individual entrepreneur, performs all or most of the functions himself. Only with an increase in the size of the company does it become possible to assign them to different employees or departments of management. However, in all cases it is advisable to distinguish and analyze the types of management, since they are characterized by special means and methods of management, skills and techniques. Strategic management is the basis of enterprise management. Establishment of development goals and means to achieve them determines the objectives of all types of management.

2. STRATEGIC PLAN OF ST. PETERSBURG FOR THE FORMATION OF A FAVORABLE ECONOMIC CLIMATE

2.1 Formation of a favorable economic climate

Goal 1.1. Removal of barriers to entrepreneurial activity

Task 1.1.1. Ensure the formation of an effective competitive environment

Goal 1.2. Reducing the tax burden

Task 1.2.1. Contribute to favorable changes in federal legislation

Task 1.2.2. Develop and adopt a number of St. Petersburg laws that ensure the formation of a favorable tax climate

Task 1.2.3. Ease the tax burden in the region

Goal 1.3. Formation of real estate markets and reform of urban planning regulation

Task 1.3.1. Contribute to favorable changes in federal legislation

Task 1.3.2. Strengthen the city regulatory framework real estate market

Task 1.3.3. Reform the legal and regulatory framework for urban planning regulation in St. Petersburg

Task 1.3.4. Strengthen the institutional base of the real estate market and urban planning regulation

Task 1.3.5. Ensure the security of the real estate market

Problem 1.3.6. Develop a new master plan for St. Petersburg

Goal 1.4. Development of the labor market, increasing the mobility of the labor force, creating conditions for change and advanced training

Task 1.4.1. Contribute to a favorable change in federal legislation and the legislation of St. Petersburg

Task 1.4.2. Creation of a favorable information environment for the functioning of the labor market

Task 1.4.3. Create favorable conditions for small businesses

Task 1.4.4. Strengthen the system of vocational training and retraining

Goal 1.5. Reorientation financial resources for investments in the real sector of the economy

Task 1.5.1. Stimulate private investment in the real sector

2.2 Mechanisms for the implementation and updating of the Strategic Plan

The specificity of the chosen approach to strategic planning is that the process here is as important as the result, the stages of development and implementation are not separated. The process of analysis, setting goals, developing measures is organized in such a way as to involve the widest possible range of individuals and organizations. Therefore, already during the development of the Strategic Plan, it became a means of reaching agreement on the priorities of the city's development. Meetings, seminars, conferences, exhibitions held during the development process - this is the place where representatives of different fields can meet and discuss the most important urban problems. This creates a space for negotiations, where opinions and decisions are developed on the most important projects or activities carried out jointly by the authorities, public organizations and business. The plan was created by a huge team, consisting mainly of representatives of those organizations that are interested in implementing the measures of the plan. This process contributed to the crystallization of ideas, the establishment of contacts, the formation of groups of plan executors and, undoubtedly, influenced the decisions made by the authorities and business, that is, the plan is already being implemented.

The design phase resulted in the creation of organizational structures that can guide and monitor the implementation process. At the political level, this General Council and the Executive Committee of the Strategic Plan. At the working level, this is a system of thematic commissions and working groups that bring together officials, businessmen, and public figures involved in the implementation of specific measures included in the plan. For each measure, a working group has been created or is being created from representatives of organizations involved in the implementation.

Maintaining in working condition this system of organizational structures that ensure control over the implementation and updating of the plan is one of the necessary conditions for implementation.

The strategic plan is signed by all participants, who have assumed a moral obligation to achieve the implementation of the measures fixed in it and adhere to the selected priorities. The very form of the plan, built as a set of measures, facilitates implementation. Measures were included in the plan both in terms of strategic significance and impact on the achievement of strategic goals, and in terms of specificity. When selecting, only those measures were left for which the order of implementation is clear and the mechanisms of work are determined. Each measure is accompanied by an indicator of implementation, that is, an indicator by which one can judge the implementation of this measure, and sometimes its effectiveness. For most measures, not only participants have been identified, but responsible organizations - leaders - have been identified. 50 priority measures have been identified. Thus, the prerequisites for the implementation of the planned measures have been created.

Many enterprises and organizations are involved in the implementation of the plan, among which two participants stand out - the Legislative Assembly of St. Petersburg and the Administration of St. Petersburg. They play a special role, acting as leaders or active co-executors of most of the measures included in the plan. Therefore, their participation in the implementation of the Strategic Plan requires a special mechanism. If, on the whole, the Strategic Plan is not normative document, then the action plans of the Administration and the Legislative Assembly accompanying it can and should become normative for these organizations.

The implementation of most of the measures of the Strategic Plan requires certain steps on the part of the Administration and budgetary funds. That part of the plan, which is carried out by divisions of the Administration, is allocated in a separate "Action Plan of the Administration for the implementation of the Strategic Plan". The implementation of this action plan will be secured by administrative means. Similarly, the Legislative Assembly is expected to adopt and implement its "Plan for Legislative Action to Ensure the Implementation of the Measures of the Strategic Plan" based on the plan. Such plans will link the strategic objectives and ongoing activities of all participants in the Strategic Plan.

Taking into account the Strategic Plan, a promising city investment program and annual budget will be formed. It is assumed that the budgetary procedure will provide a procedure that allows the Administration to contribute, and the Legislative
The Assembly to decide on the financing of the measures of the Strategic Plan.

An active role is envisaged for the Legislative Assembly in monitoring the implementation of the Strategic Plan - the inclusion in the procedure of budget hearings of discussion of the implementation of the Strategic Plan and the holding of special joint meetings with the Administration on the implementation of the Strategic Plan.

Public control could also be effective - for example, an annual city-wide conference with an exhibition-report on the implementation of the measures of the Strategic Plan. This conference can be included in the program of the traditional Economic Forum.

The implementation of the plan will be facilitated by the effective use of its text. The text exists in three versions, each of which, when appropriately published, plays a role in ensuring implementation. The short presentation version serves the purposes of wide promotion of the plan among citizens, business circles, and potential investors. It will strengthen the city's image and become an additional argument in attracting investments. The basic version is needed to more specifically inform the business community concerned about the priority areas of development and to control the implementation of the planned measures. Full version, including detailed justifications, as well as specific projects, programs, proposals specifying each measure, will become the working material in the implementation process. One of the methods of publication is placing the text on the Internet on the Administration server and on a special server of the Strategic Plan.

Don't forget about additional features lobbying the interests of the city related to the presentation of the Strategic Plan at the federal level. The effectiveness of lobbying based on a well-elaborated document reflecting coordinated and interrelated positions is much higher than when pushing individual projects. Similarly, the attraction and use of international technical assistance and loans will be directed primarily to the implementation of the Strategic Plan.

It is planned that organizational implementation of the Strategic Plan is ensured in the following way:

All measures of the plan are discussed by the implementation participants and adopted by consensus, the plan is signed by all participants;

The Executive Committee selects priority measures and sets the deadlines for their implementation, a working group is created for each measure and a person responsible for implementation is appointed;

Meetings of the Executive Committee of the plan are held regularly to monitor the progress of implementation;

The Governor approves by executive order the "Action Plan of the Administration for the implementation of the Strategic Plan";

The Legislative Assembly adopts the "Plan of Legislative Activities to Ensure the Implementation of Measures of the Strategic Plan";

The budgeting process stipulates how the Strategic Plan will be taken into account;

On the basis of the Strategic Plan, a city investment program is formed;

An annual citywide conference is held to report on the progress of the implementation of the Strategic Plan.

Funding for the implementation of individual measures of the plan takes place within the framework of individual schemes. At the same time, the measures included in the plan, ceteris paribus, enjoy priority in allocating funds from the city budget, lobbying for the attraction of federal resources and international technical assistance. In addition, the inclusion of a certain project in the Strategic Plan serves as an additional argument when attracting funds from private investors.

Various funds will be involved in the implementation, for example, the Fund of Federal and regional programs established by the City Administration.

To keep the machine running strategic partnership, which will provide refinement of the plan and control of its implementation, requires relatively little funding from budgetary or other sources.

2.3 Expected results of the implementation of the Strategic Plan

In order to assess the total effect of the implementation of the measures included in the Strategic Plan, it is necessary to take into account not only the direct immediate effect of each measure, but also the indirect impact of the ongoing changes on other areas and aspects of life. In addition, it is necessary to evaluate the overall systemic effect of the implementation of the entire set of measures. The analysis and expert evaluation of the effectiveness of the plan allow us to formulate the following main results achieved in the implementation of the plan:

Creation of at least 200 thousand new jobs;

Increase in real incomes of the population by at least 15%;

Increase in average life expectancy by 3 years;

Achievement of an average provision of housing at the level of 20 sq. m per person, while reducing the number of communal apartments, improving the quality of housing and housing and communal services;

Increasing budget revenues in comparable prices by at least 20% (due to economic growth and tax collection) while improving the efficiency of spending budget funds (due to reforming public services, introducing targeted support for those in need, and developing a sound investment program).

The increase in the budget will allow focusing public resources on solving the most important problems for the city. social problems and problems of urban economy, modernization of transport and engineering infrastructure and due to this:

Improve transport situation, the average time of one trip in the city should not exceed 40 minutes;

Improve the environment, ensure high quality drinking water, reduce air pollution, bringing them closer to international environmental standards.

To achieve these results, the plan proposes specific actions in the following areas:

Creation of the most favorable economic climate in St. Petersburg, attracting funds to the city for the development of enterprises in all sectors of the economy, support for small and medium-sized businesses;

Assistance to St. Petersburg enterprises in obtaining federal and international orders, in promotion to global and Russian markets competitive products;

Reconstruction of the port, airport, Oktyabrskaya railway;

Switching to St. Petersburg an additional at least 20 million tons of cargo from the total volume of Russia's foreign trade, development of related industries;

Realization of the highest research potential of St. Petersburg, performance of the functions of the All-Russian Center for Innovation and Advanced Technologies;

Turning St. Petersburg into a center higher education for all regions of Russia and the CIS countries, as well as a number of developing countries, to the largest international center for teaching the Russian language and culture;

Creation of retraining and training programs for workers, engineers and managers, adjustment of training programs of universities and secondary specialized educational institutions, taking into account the demand that has developed in the labor market;

Strengthening the connection between science and production, introducing advanced scientific technological and design developments into production, orientation of applied science to demand;

Implementation of the program to turn St. Petersburg into one of the world's cultural centers, planning world-class cultural events, attracting guests to the city, turning cultural events into tourism product, preparation for the celebration of the 300th anniversary of the city;

Attracting at least 3 million tourists to the city annually, creating the necessary infrastructure for this, inexpensive hotels, transport, a friendly environment, a system of signs and signs, information about the city, strengthening the attractive image of St. Petersburg in the world, advertising the city, attracting young people to the city all countries;

Formation on the basis of the health care system and the clinical complex of St. Petersburg medical center North-West of Russia, and for a number of specializations - and the adjacent countries of the Baltic region;

Integration of St. Petersburg into the world information network, development of modern means of communication and information systems in education, production and management.

The implementation of the measures of the Strategic Plan related to the improvement of the urban environment and the reform of urban public services will allow:

To increase the volume of housing construction in the city through a more efficient use of budgetary funds and an increase in effective demand (development of the housing lending system, lowering the cost of housing construction); define social housing standards and provide it to preferential categories of people on the waiting list, including using the existing housing stock;

Eliminate the break in the metro line at the Ploshchad Muzhestva - Lesnaya section, put into operation by 2003 all unfinished stations, organize passenger traffic along the intracity railway ring;

Optimize route network public transport taking into account demand;

Repair the main city highways, complete work on the commissioning of two arc highways for the movement of freight transport, begin work on the construction of a ring road around St. Petersburg;

Dramatically improve the quality of services in housing and communal services through the development of competition in the provision of services and control by residents over the terms of compliance with the contract when paying for services (including an assessment of their quantity and quality);

Introduce new resource- and energy-saving technologies in the municipal economy (reducing by 30% the loss of water and heat when they are supplied to consumers);

Introduce a system of payment for services according to their actual consumption;

Introduce state control over tariffs and conditions for connection to water, gas, heat and electricity networks, stimulate competition from alternative sources to reduce energy prices;

Stop the costly practice of extensive sprawl of urban development, maximize the use of reserves of undeveloped areas within the city limits;

Implement measures aimed at improving the health of the population (improving the quality tap water, reduction of air pollution, completion of the construction of the sewer collector);

Pay housing allowances and other types of social assistance only to low-income people;

Reorganize the social sphere, improve the work of law enforcement agencies, education systems, medical care, intensify social work with young people, pensioners, the disabled and other groups of the population, observing the principle of social justice and targeted support for those in need.

Estimation of the costs required to implement the implementation of the plan included a full cost estimate for the implementation of priority activities and an estimate of the costs for the preparatory stages for promising activities and projects. The evaluation took into account the payback and possible sources of funding. Details are provided in the information cards for each measure included in the Strategic Plan. The total characteristics (for the period up to 2003) were (in prices after 01.01.98):

15 billion rubles of budgetary funds, including 8 billion rubles for investments;

12 billion rubles from federal budget, including under the federal programs "Housing" and "Preservation and development of the historical center of St. Petersburg";

At least 40 billion rubles of private investment from various sources (own funds of enterprises and savings of the population);

10 billion rubles of investments from other sources (off-budget funds, foreign direct investment and borrowings, including Eurobonds, loans from the IBRD, EBRD and other international organizations).

Different types of projects are implemented with different combinations of public and private funds. Budgetary funds will be invested primarily in socially significant and long-term payback infrastructure projects. Private - in commercially attractive projects. Borrowed international funds will be used to complement the financial schemes of various projects, mainly infrastructure ones. The population will increasingly act as an investor in housing construction projects.

For all the significance of quantitative assessments, correctly chosen landmarks, the main direction of movement, are still more important. The main focus of the Strategic Plan is on social justice, helping the poor, promoting production, creating income and jobs, and improving the efficiency of budget spending.

The best forces of the city were involved in the selection and justification of the Strategic Plan: more than 300 leading enterprises and organizations intend to participate in the implementation of the plan, well-known economists, financiers, sociologists and engineers representing the main scientific organizations of the city, during the year selected measures and set priorities to many ways to solve problems to choose the most effective in the face of existing financial constraints.

The strategic plan is a public partnership between the authorities, the population and business, which means that control over its implementation should also be public. Publicity and openness in the development and implementation of the plan is the key to its success and meeting the needs of citizens.

CONCLUSION

Anyone who is seriously involved in business is sure to see a significant difference between theoretical constructs textbooks and manuals and real business practices. Few leaders can boast of successfully applying the standard scheme, and not all of them are doing as well as they say they are.

Common causes of dissonance include:

The theory is an ideal model that generalizes and systematizes the main factors of activity, but does not take into account all factors;

Theory always lags behind practice, because it is based on previous experience of activity, and time changes technologies, culture, and politics;

Management theories are developed for the Western developed market and a certain economic level, mainly for enterprises that have already passed the stages of survival and extensive growth.

Modern Russian business today has little in common with the "classical" business described in the American translation literature available to us. "Their" textbooks on management are full of examples where novice entrepreneurs, guessing the fashion of the market or taking into account the needs of consumers as much as possible, created companies in the first thousand of the most prosperous corporations in the world in 3-5 years. If such firms exist today in Russia (during the years of perestroika), then they are so deeply in the shadows that they are unknown even here, and not in the world.

Business in the "classics" means, first of all, production, on which, in principle, the economy should be based. There is also production in Russia. Factories oriented under socialism to a planned economy and producing in that era 50 percent of non-competitive products (fortunately, there was no one to compete with) and 45 percent of defense products, in the modern era of tortuous progress towards the market, lost all guidelines and almost did not gain opportunities . An exception can be considered the primary industries, which widely use the only competitive advantage - dumping prices - to handle foreign markets. The average plant today looks something like this: the equipment is outdated, mostly idle; part of warehouses and office space surrendered; there are 5-10 times fewer workers than in "better times", the main contingent of pre-retirement age; the administrative apparatus is 3-5 times larger than a few years ago; repair, re-equipment and construction of new workshops are remembered only by "old-timers"; the plant owes the budget and its employees.

So that the picture is not so pessimistic, let's describe a plant from the "highest" category: products are produced that are in demand by the end consumer, who is ready to pay money (if any); only some workshops are “frozen”, attempts are being made to install new equipment on a limited scale (of course, on credit); salaries and taxes are paid almost regularly; the exchange of goods is carried out mainly by barter, although there is also a tendency towards a shift towards monetary settlements.

Production today cannot be called the main part of the Russian economy. Although the transfer of raw materials to the West ensures the solvency of the country in the purchase of imports, our trade and services are developing most rapidly. It is trade, using the strategy of vertical growth (or, in other words, all the opportunities to reduce costs and ensure the reliability of its own business), that takes control of production, first according to tolling schemes, and then by acquiring ownership.

Theories and management models are in demand today precisely by this part of the business, since it becomes clear that only common sense and experience of previous activities do not yet ensure the speed of progress, it would be nice to add a map of the area ahead to the knowledge of the roads traveled. This is where the main disappointment comes: it turns out that it is impossible to take and simply apply “this”.

Here you can take several positions.

First, one can decide that theories have been developed “there” and “for them” and therefore cannot bring practical benefits “here”. This is a simple solution. But it must be said that "there" and "for them" the application of theories is also not as successful as it is commonly represented. If you carefully read the same manuals and biographies of leading managers, we see that for every positive example of the introduction of theoretical models into practice, there are at least a few failures, no less spectacular. For all the elaboration of theories in the West, Western firms fail with projects in foreign and domestic markets no less than Russian ones, despite usually better resource availability. The "laws" of Murphy and Parkinson did not appear in the West by chance.

Secondly, one might decide that theory is a declaration of good business intentions, a kind of “do it this way” morality that life makes harsh adjustments. Beginners with a fresh business education come into practice, stuffed with theory, maximalism and universal recipes, throw themselves “head on the wall” and, after one or two dressings, stop at the “normal” level of existing interactions. However, it is they who manage, although extremely rarely, to “break through the wall” and bring the company to new frontiers. (Usually their enthusiasm evaporates on this, and they themselves are ready to stand up as a new wall against any "theoretical" changes).

Thirdly, you can approach the matter from a “pragmatic” point of view and take from the theory only what you like. It is much easier to treat symptoms than problems (treat, not cure), much easier to implement what is nice. You can write the company mission and job descriptions for the staff, having joined the world practice, put everything in a frame and finally deal with the problem of constant growth in costs and a decrease in market share. As practice shows, this approach is extremely widespread. Attributes and rituals of theoretical models can be found in almost every first company, whether domestic or Western. Human nature is such that external signs of well-being are often quoted in him higher than the essence.

You can describe a few more popular solutions, but it would be better to express your opinion on the relationship between theory and practice in modern Russian business.

Of the variety of strategies Russian enterprises two types can be distinguished on the market, diametrically opposed in terms of goals and main methods of implementation, and yet overlapping. Let's call them "Initial accumulation of capital" and "Strategy of long-term presence". It is difficult to say in what percentage the adherents of these strategies are divided, it is only known that there are quite a lot of both. Since we are interested in fundamental connections, let's try to consider the extreme variants of these strategies.

Primary capital accumulation strategy:

Aimed at getting the maximum profit "today", and by almost any means.

In the arsenal of the most effective means: access to budgetary resources in one form or another; manipulations with VAT; debt restructuring with "pumping out" resources from industrial enterprises; direct defaults on obligations.

All "profits" are transferred abroad and deposited in banks. Investments in the Russian economy are not envisaged, with the exception of “buy-clean-sell” schemes.

Long-term presence strategy:

It is aimed at stable business growth in certain directions or in a certain style.

In the arsenal of the most effective means: the creation of competitive advantages, no matter how; fulfillment of payment obligations.

Profits are partially reinvested in own business, partially (after the collapse of GKOs) is transferred abroad and settles in banks.

(We do not take into account the strategy of selling abroad everything that can be sold, and at any price, because it is due to the understandable goal of obtaining in the future an increasing number of freshly printed rubles for the same dollar amount, and is typical for all firms, who are able to access export resources).

The two extreme variants of the considered strategies look almost incompatible, but only up to a certain stage of implementation. In the current economic and legal situation, the strategy of primitive capital accumulation does not exhaust the domestic market as quickly as one might expect. It turns out that, contrary to “legal” expectations, the usual arsenal of funds can still be used, although with less efficiency, and the accumulated capital is sufficient for a truly large-scale business (for example, the purchase of a profitable plant). This is where the reorientation towards long-term goals takes place, which is forced to support the participation of accumulated capital in the “production” business. Suddenly there is a need for an orderly and effective management large enterprise. In practice, the company finds itself at the stage of the beginning of the implementation of the strategy of long-term presence, with capital, but without experience in the market and with a negative reputation.

If we trace where the second strategy leads, we can note the moment of the crisis of 1998, when large firms of this kind were faced with a dilemma: to save reputation or money. It was impossible to save both, because. in a relatively developed market, receivables were calculated in rubles with maturities of 2-3 months, and accounts payable - in dollars. Small firms did not have such a dilemma at all, since it was not possible for them to pay off when the exchange rate changed three times in three months. (Here, intermediary operations are not taken into account, in which almost the majority of small firms are involved. In these operations, the currency of receivables and payables, if not the same, is only due to the negligence of managers). That part of the firms that chose money can be considered to have joined the strategy of capital accumulation. The rest ended up in a changed market with a devalued experience and a strong reputation, but no money.

The picture presented is perhaps unsightly. In this case, you can formulate in other words. In modern Russian business, there are two main types of strategies - focused on the accumulation of capital, and focused on long-term presence in the market. For both types, at different stages of their implementation, the issues of managing a complex structure and efficient processing market - issues of implementation of changes.

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Creating competitive advantages
For any organization operating in the market, creating conditions for efficient operation and ensuring continuity of development is one of the main problems. Depending on the prevailing external conditions and internal circumstances, this problem is solved by various organizations in different ways, but its solution is based on painstaking and time-consuming analytical work to create, implement and maintain competitive advantages.
The very concept of competitive advantages implies that the company has the potential to be better (in some aspects economic activity) of their competitors. M. Porter identifies two main sources of competitive advantage - cost leadership and differentiation.
In fact, their sources can be a much larger number of factors. In particular, the high reputation of the company, the availability of qualified personnel, the use modern methods and management systems, development of marketing activities, long-term relationships with customers, etc. influence the formation
competitive advantages of a high rank that persist for a long time and provide high level arrived. As for the advantages of low rank associated with cheap labor, availability of raw materials, etc., they are not so stable, as they can be easily copied by competitors. In addition, if there are clear competitive advantages (cheap raw materials, certain technology, specific suppliers), the likelihood that competitors will try to deprive the firm of these advantages increases. In some cases, a firm may even give up some competitive advantage in order to create a barrier to imitators of its products.
One of the factors that allows the company to maintain its leading position is the development of R&D. The innovation process allows companies to move to realize higher-ranking competitive advantages and increase the number of their sources.
It should be noted that competitive advantages are not something once and for all given, they are formed and maintained only with the constant improvement of all areas of activity, which is laborious and. usually an expensive process. It is important for a company to understand and correctly evaluate its competitive advantages. It was this moment that determined the ever-increasing role of the strategic approach to management.
Strategic management: pros and cons
Interest in strategic management is due to the influence of a number of factors, such as the acceleration of changes in the macro environment, the globalization of business, increased competition for resources, the development of information networks, the changing role of human resources; the emergence of new business opportunities opened up with the development of scientific and technological revolution; wide availability of modern technologies, the emergence of new requests and a change in the position of consumers.
Obviously, strategic management arose not only as a reaction to the sharply increased dynamism of the external environment, but also as the need to find compromises when making multi-purpose decisions.
However, some companies do not attach much importance to the development strategic directions development and their evaluation, do not pay enough attention to the issues of strategic management.

The most important reasons for this situation are as follows. Company executives do not fully possess information about the real position of their company. Managers, representing a well-working team, share each other's stereotypical views on the state of the external and internal environment of the enterprise, while ignoring any negative information that contradicts their assessment. The past successes of the company make it difficult to objectively look at its position at the moment. Managers cannot correctly assess the competitive advantages of their firm and do not understand what is the source of its well-being. Management is overly focused on solving current problems. Decision-makers are interested in maintaining the existing position and balance of power in the firm. Managers view any change in the direction of the company as an admission of the fallacy of previous actions.
In contrast to the above reasons, there are a number of factors that compel management to consider the activities of companies in a strategic perspective. Such factors include a significant decrease in the efficiency of the company, unexpected actions from competitors, the need to raise capital, a takeover by another company, an excessive increase in the level of conflict in the organization, and dissatisfaction from customers. In addition, the arrival of a new member of the senior management team can be a catalyst for strategic change. at
Approaches to the definition of strategic management
Strategic management is the area of ​​activity of the top management of the organization, main duty which consists in determining the preferred directions and trajectories of the organization's development, setting goals, allocating resources and everything that gives the organization a competitive advantage.
Strategic management proceeds from the following prerequisites: having an idea of ​​what the organization wants to achieve in the future; the main source of problems is outside the organization; organi
zation should have the ability to recognize problems in a timely manner and a mechanism for solving them: a managerial response to dangers and threats should not follow after they have already been realized, using the principle of "fire fighting"; the center of gravity of management should shift towards actions to prevent and minimize losses, if it is impossible to avoid them; the potential of the organization must be “tuned” to emerging opportunities and strategic objectives in order to ensure, based on the development of goals and their timely adjustment, required positions On the market; current management is a continuation, concretization of strategic management and should be carried out within the framework of the current strategy.
AT general view strategic management is an activity that consists in choosing the scope and course of action to achieve the long-term goals of the organization in a constantly changing environment.
An analysis of the specialized literature convinces us that at present there is no single definition of the concept of strategic management.
There are a number of definitions of strategic management, which focus on its various aspects and features, leading to the uncertainty of the boundaries of the concept.
The definition (i.e., establishing the content of the concept) of strategic management should include the following aspects: strategic management is a type, scope of management activity, consisting in the implementation of selected long-term goals through the implementation of changes in the organization; strategic management is the process by which an organization interacts with its environment; strategic management is a field of scientific knowledge that studies techniques and tools, methodology for making strategic decisions and ways to put this knowledge into practice.
I. Ansoff in his work “Strategic Management” defined the content of this concept in the following way: “Strategic management activities are associated with setting the goals and objectives of the organization and maintaining a number of relationships between the organization and the environment that allow it to achieve its goals, correspond to its
internal capabilities and allow you to remain receptive to external requirements. In the book by O.S. Vikhansky "Strategic management" under strategic management is understood as "such management of the organization, which relies on human potential as the basis of the organization, orients production activities to consumer demands, respond flexibly and make timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantages, which together enable the organization to survive in the long term, while achieving its goals.
The essence of strategic management
To understand the essence of strategic management, we note that strategic management is management in socio-economic systems, in which the following aspects can be distinguished: functional, in which management is considered as a set of activities aimed at achieving certain results; process, in which management is seen as an action to identify and resolve problems, i.e. as a process of preparing and making decisions; elemental, in which management is considered as an activity to organize the interconnections of certain structural elements.
A functional section is necessary for a meaningful understanding of how the system operates, what is the mechanism for setting goals and ensuring goals. The objects of consideration here will be: types of management activities, their content, functional division of labor, the formation of management bodies, their structure, the emergence of conflict situations, etc., as well as the results of the organization's activities, their dependence on factors of the internal and external environment.
Strategic management assumes that in order to achieve the required results, it is possible to change both the composition of the types of management activities in the organization and its content. For example, the strengthening of research and design departments, the creation of independent development services, etc.
The process section is necessary to understand how the control technology is built and operates. The objects of consideration here will be
dut: stages of the management process, its stages, their sequence, organization of work, costs, etc.
An elemental section is necessary to determine the role and significance of each element in management, to study the internal structure of the system. The objects of consideration here will be: organization of work of employees, management style, technical equipment, Information system, work with personnel, etc.
Operational and strategic management
Strategic management is inherently a complex and multifaceted concept. Emerging as a scientific direction in the middle of the 20th century under the influence of objective reasons, in the 21st century, a strategic approach to managing an organization has become the main concept of modern management.
For a better understanding of the essence of strategic management, we will compare it with operational management in a number of factors.
Strategic management has a number of fundamental differences from operational management (Table 2.1).
Table 2.1. Comparison of strategic and operational management

Characteristic	operational management	Strategic Management
Mission, purpose An object concentration attention Time Factor The basis for building a control system	Production of goods and services in order to receive income from their sale Looking inside the organization, looking for ways to use resources more efficiently Focus on the short and medium term Functions and organizational structures, procedures, technique and technology	Survival of the organization in the long term by establishing a dynamic balance with the environment, allowing you to solve the problems of stakeholders in the organization's activities Looking outside the organization, looking for new competitive opportunities, tracking and adapting to changes in the environment Orientation to the long term people, systems information support, market

Continued table. 2.1

To continue to be successful, an organization must have clearly defined goals that can be achieved through strategic management.

Strategic management is a management activity for the processing and implementation of decisions aimed at the full and efficient use of available resources aimed at fulfilling the tasks set for the organization in the future.

Strategic management involves the development of long-term goals and policies, attitudes and guidelines, fundamentally new areas of activity, and a wide range of important organizational decisions on future-oriented problems associated with uncontrollable external factors. The essence of the theory of strategic management is to use the concept "From the future to the present, not from the past to the future."

The subject of strategic management are the following problems:

1. Directly related to the main goals of the organization. Of a strategic nature are the decisions to create new and liquidate old industries, the development of new products, technologies, markets. A solution to save material, energy and labor resources are not strategic.

2. Associated with some elements of the organization that are necessary to achieve the goal. Strategic goals include planning the development and release of new products, the acquisition of new technological equipment, the invitation of new specialists, and the like.

3. Associated with uncontrollable external factors. When choosing a strategy, it is important to determine what economic, political, social and other factors affect the future of the organization, which requires constant monitoring of the external environment.

The formation of the strategy is carried out as follows. First determine strategic goal; assess the market opportunities and resources of the organization; develop a general concept of the strategy, and within its framework, options for discussion. The developed options are then finalized, analyzed and evaluated. The best of them is accepted as the base one, which serves as the basis for creating special and functional strategies, preparing strategic and operational plans and programs.

The choice of strategy is influenced by various factors: The type of business and the characteristics of the industry in which the organization operates (the level of competition from organizations producing similar products).

The state of the external environment (stability or variability of the external environment, predictability of changes).

The nature of the goals that the organization sets for itself (values, when making decisions by managers).

The level of risk as a factor in the organization's activities (acceptable level of risk).

The internal structure of the organization (strengths and weaknesses of the organization that allow you to successfully compete in the market).

Experience in implementing past strategies (allows you to avoid past mistakes, but limits your choice).

Time factor (contributes to success or failure in the implementation of new technology, delivery of products to the market, etc.).

The multifactorial nature of the choice of strategy requires the development of several strategic alternatives, from which the best one is chosen.

Strategic Alternatives is a set different strategies that allow you to achieve the strategic goals of the organization within the selected basic strategy and limited resources. Each strategic alternative provides the organization with different opportunities and is characterized by different costs and results.

There are two main directions for the development of strategic management: regular strategic management and real-time strategic management.

Regular strategic management represents a logical development of strategic planning and consists of two complementary subsystems: strategy analysis and planning, strategy implementation.

Strategic management in real time

associated with the solution of unexpected strategic problems. It arises and develops in those industries where changes in the external environment are too fast and unpredictable, which requires an urgent adequate response and the organization simply does not have time to review its strategy. This system of strategic management provides the following methods for solving the problem: forced, adaptive, crisis management, resistance management.

forced method used in conditions of acute time pressure, when a quick reaction is required and involves the use of force to overcome resistance. This method is too expensive and socially undesirable, but it offers strategic response time advantages.

Difficulties in using this method are as follows: lack of a sufficient information base by the beginning of the changes; inability to foresee the sources and strength of resistance to change; failure to address the root cause of resistance; premature structural change as a result of the slowdown in the pace of change; sabotage change; lack of understanding of the need to improve competence and the creation of new managerial capacity.

Adaptive changes- These are gradual, minor changes that over a long time affect the traditional criteria, power structure and competence of managers. The process arises as a reaction to the constant impact from the outside or to the unsatisfactory production and economic indicators of the organization. Slow adaptation is generally carried out by trial and error. But even with slow change, organizational conflicts arise that can be resolved through compromises, agreements, and relocations in the leadership of the organization.

Adaptive change must be supported by appropriate motivation. This requires changes in the moods and thinking of those working in the balance of power. Then the necessary organizational changes, increasing the competence of management personnel.

Crisis management apply in cases where changes in the external environment threaten the existence of the organization and it is in a cruel position.

Top management's first priority is not to fight resistance to change, but to act quickly and effectively to prevent panic.

Resistance management. This method can be implemented within the time frame determined by the development of events in the external environment. With an increase in the urgency of change, this method approaches forced, with a decrease - to adaptive.

Advantages of the method: accelerates the appropriate measures of the organization before the start of changes in the external environment and at the same time takes into account the distribution within power. The disadvantage of the method is that it is complex and requires constant management attention.