What is strategic planning. The main stages of strategic planning: characteristics, analysis, sequence

The implementation of business development projects in itself does not yet indicate a deployed and developed strategic management at the enterprise. However, in a systematically surviving and prospering company, project portfolios are implemented in accordance with strategic action plans that are the result of higher-level processes. Strategic planning occupies a central place in the processes of strategic management and implements, perhaps, the most difficult part of the work of planning the activities of a modern enterprise.

Essential aspects of strategic planning

Ancient Greek philosophers considered strategy to be "the art of generals." Metaphorically, the strategy of modern business can be seen as "a magnificent path to wealth." As an applied phenomenon, the company's strategy should be considered in a broad and narrow sense. In a broad sense, it refers to the special skill of the general manager in the long term to anticipate and accept external and internal challenges.

In a narrow sense, strategy is a plan for the long-term development of a company with an established planning horizon that can lead the business to significant success. By such success, we mean a qualitatively new state of business in relation to its role and place in the alignment of industry forces. Narrowing the concept of strategy even more, we state that this is a document, and this form of displaying a long-term plan is becoming increasingly important in the modern world. greater value. Here are a few criteria for a good strategy that emerge from a review of the document:

• gives rise to a sense of pride of the owner for the future materialized image of his business;
• paints a picture of the growing wealth of the owners;
• creates an image of ensuring the company's competitiveness in the short and long term;
• forms the satisfaction of the key personnel of the company.

Strategic planning, as a concept much more specific than the organization's strategy itself, is perceived more clearly and simply. First, the level of planning formalization is much higher. Secondly, the composition of the documents resulting from the process is obvious. Under this type of planning, we mean a systematic procedure for developing a set of long-term measures for the conduct and development of business. This complex should guarantee the creation of profit by obtaining and maintaining in the long term competitive advantage.

The essence of strategic planning lies in several key aspects of the business strategy itself.

1. First, the unfolding planning process is designed to eliminate the root cause of the business problem. Problems are almost always present within the company's management system and do not allow to properly accept and reflect external market challenges and internal threats.
2. Secondly, strategic planning in an enterprise is an important procedure for creating a correspondence between its long-term goals, chances and opportunities for minimizing risk situations in the future.
3. Thirdly, the essence and functions of strategic planning reproduce the modeling of the company's future based on the developed goals and the concept of long-term development.
4. Finally, fourthly, strategic planning is a procedure for regularly adapting and adjusting the plans themselves as the situation changes, while maintaining the same vision, mission, values ​​and long-term goals.

Relationship between strategic planning and management

The concept of a functional layout of management procedures is widespread, in which one of the functions is planning. The process of strategic planning is part of strategic management as the supreme element of the control system. But the breadth of this planning is specific.

The peculiarities of strategic planning make it difficult to draw a dividing line between proper planning, analysis, and organization. This system regularly reproduces the set of formalized results from the concept strategic development companies to a plan of strategic initiatives, further converted into projects. The process of creating system results includes the following basic steps.

1. Formation of the AS-IS model. situational analysis external environment and resource potential of the company.
2. Start of work on the AS-TO-BE model. Clarification of vision, mission. Finding the root problem. Development of long-term goals of the company and conceptual decoding of the plan for their implementation. Transformation of qualitative goals into quantitative ones. profit models.
3. Development of a basic strategy based on the selected alternatives and adopted development and growth strategies. Building a top level company.
4. Development of business strategy, functional, product and regional strategies.
5. Development of a plan for strategic initiatives and an enlarged model of the stages of strategy implementation.

The purpose of planning is to make fundamental and optimal long-term decisions, while strategic management is focused on achieving the results laid down in the strategy. Results can mean: market share, new products, markets, technologies, etc. Speaking of strategic management, we mean, first of all, organizational actions based on the results of planning. In turn, strategic planning is an analytical and planning process.

Model for incorporating strategic planning into strategic management

Above is a model of the strategic management process. On it we see the planning block highlighted in blue, which captures the stage of implementation and implementation of the strategy through the development of a plan for strategic initiatives. Further, the process seems to bifurcate (this is not shown in the diagram). On the one hand, it descends to the level of tactics, where a corporate portfolio of development projects is formed from the position of an investment strategy. On the other hand, taking into account main goal strategic management, thanks to the activities of strategic controlling, the focus of the company's management on object-time results is maintained.

Goals and objectives of strategy planning

Strategic planning of the enterprise's activity is developed at the initiative of its owners. Sooner or later, depending on the stage life cycle commercial organization, its organizational and legal form (PJSC, NAO, LLC), shareholders, owners of the enterprise withdraw themselves from the operational management of the business or are removed by law. A contract is concluded with the CEO of the company, the key points of which must be built in accordance with the strategy that serves as the basis for transferring responsibility for the result to him.

Essentially, a “documented boundary” is drawn between the business owners and the CEO in the form of a strategy. It ends the competences and powers of the owners, represented by the board of directors, and begins the rights and responsibilities of the State Duma. The role of strategic planning is to act as an instrument for such a transfer of responsibility, which at the same time opens up carte blanche for management actions over a long contract period. Taking into account the remarks presented above, let us designate the main goals of planning at the strategic level.

1. To form an image of the prospective state of the organization, corresponding to the vision, mission and challenges of the environment of its activities.
2. Formulate the composition of tasks for the general manager for the period of his management of the company under the contract.

Model of target orientation of strategic planning of the company

We can expand the indicated goals into strategic planning tasks using the model presented above. At the same time, it should be remembered that in the implementation of past, modern and future strategies there are internal blocking points that are in the nature of problems that must be diagnosed with the search for a way to eliminate them. Among the tasks of planning in strategic management are the following:

• perform a dynamic analysis of the development of the company and the implementation of the current strategy;
• conduct an analysis of the external environment and the internal state of the company on this moment(AS-IS);
• identify the root problem of business management and approve a way to eliminate it;
• clarify the vision and mission of the company;
• formulate business development goals;
• develop a strategic concept for the development of the company;
• make fundamental and optimal decisions on the ways, methods and means of the company's transition to the TO-BE state;
• develop a plan for strategic initiatives;
• clarify the policies arising from the main functional strategies: financial, marketing, personnel, investment, etc.

Types and functions of strategy planning

In the modern world, event flows are accelerating. Is there a limit to this? What to rely on and in what time frame? It seems to me that the acceleration is artificial. In a company whose management respects the regular management paradigm, there must be four unshakable things even in conditions of instability. According to the degree of immutability, they are located from top to bottom, moreover, the third and fourth positions can change places according to the situation.

1. Vision.
2. Mission.
3. Politicians.
4. strategic goals.

The goals predetermine the action programs for the implementation of the strategy, which, depending on the dynamics of the situation, may undergo changes. This circumstance is due to the variability of the composition of focuses that management should pay attention to when moving towards business goals. The external environment is constantly being transformed, the resource composition possessed by the company is changing, and irreversible force majeure acts arise. This, one way or another, forms the species differences and the specific content of the planning activities of the highest level of the hierarchy.

The following types of strategic planning are distinguished in the literature:

• long-term;
• mid-term;
• short term;
• operational planning.

On the one hand, we can agree that, based on the principles of planning, a hierarchical approach can take place. But this seems to me a bit of a stretch, because if long-term planning intersects somewhere with strategic planning, then other types, even in organizational nature, differ greatly from activities related to strategy. Another issue is that the dichotomous process of strategic planning of an organization can be implemented with the allocation of a managerial-strategic function or without creating a separate unit.

In addition, strategic planning in the enterprise in the policy of business management is subject to initiation at a given frequency or must begin when significant changes occur in the external environment. Based on these suggested remarks, I would highlight the appropriate types of planning. However, the lack of a deep methodological study of the classes of this type of activity only indicates that the development of strategic management in Russia has not yet passed the stage of "youth". The specific differentiation of activities is also determined by the branch of the economy in which the business operates, and the functional content of the planning process. Traditionally, strategic planning performs the following four functions.

1. The function of mobilization and internal coordination of the company's management.
2. An adaptive function that ensures the company's adaptation to changing business conditions.
3. The distribution function of existing and prospective business resources.
4. The function of development of system managerial thinking.

Basic Strategy Planning Methodologies

The methodology of strategic planning in the history of world management thought originates at Harvard. A business school known for its ideas in the field of the SWOT analysis method, it was a scientific center in which the theory of the strategic planning model was developed, which later became a classic. The scheme of this model is presented to your attention below.

Harvard Business School Strategic Planning Chart

Based on the opportunities of the market environment and using its strengths, the company proceeds to formulate a strategy. The strategic planning process uses, on the one hand, the success factors found at the intersection of opportunities and threats posed by the environment. On the other hand, a company's willingness to address its weaknesses and capitalize on its strengths helps create and maintain unique, strategic-level competitive advantages. The methodology developed at Harvard School requires the use of special principles strategic planning, among which the main ones are the following.

1. The principle of assigning responsibility for developing a strategy to a hired head of the company. The one who will execute it should develop the strategic plan, and the board of directors authorized by the owners should accept it.
2. The principle of systematized and logically built thinking of a strategy, excluding the suddenness and spontaneous nature of its formulation.
3. The principle of information. The content of strategic planning procedures should be accessible, simple and at the same time concentrated and informative.
4. The principle of uniqueness and creativity of the project development of the strategy.
5. The principle of product completeness of the strategic planning process implies the finiteness of the optimal choice of strategy among possible alternatives.
6. The principle of conciseness and simplicity of perception of the text of the strategy.
7. The principle of realizability of the formulated strategy.

The principles of strategic planning formulated for the Harvard methodology are fully suitable for all subsequent models, which in fact are its schematic interpretation. Another traditional development is the model of Igor Ansoff. The features of strategic planning according to Ansoff consist in the use of the most formalized procedures for formulating a strategy at the level of a fairly detailed and rigid flowchart, in replacing the value plan of business management with a clear setting of goals. Among other things, the American scientist introduced numerous feedbacks into the model, which made it possible to significantly develop the principle of interactivity and continuity of the planning process. A simplified model by I. Ansoff is presented below.

Simplified scheme of strategic planning by I. Ansoff

Instrumental content of the methodology

The essence of strategic planning is manifested through the contour of its phased implementation. The quantitative composition of these stages and their content varies widely, depending on factors such as:

• form of ownership of the enterprise;
• branch of activity;
• stage of the company's life cycle;
• scale of activity;
• level of activity differentiation;
• type of business management system.

Generalized scheme of strategic planning technology in the company

On the whole, modern technology strategy planning is built into a certain technological chain, which is summarized in the diagram above. We will not touch on the issue of mission development in our article, we will immediately move on to overall strategy, which includes the following elements strategic planning:

• development strategies;
• growth strategies;
• corporate strategy;
• competitive strategy.

These are the four main strategies. And if the first three relate to the long term, then, starting with a competitive strategy, plans are built for the medium term closer to the present moment in time. Regarding corporate strategy, it should be noted that this is not a company strategy as such, and not every company has it, since only diversified, diversified businesses need it. In other words, corporate strategy is portfolio in nature and is not required if the business is mono-in nature.

The development of a competitive strategy is based on a deep analytical study of the operating environment and the state of the company. Numerous strategic planning tools are used for analysis. Among them, there are types of analyzes and models known in theory and practice, which are presented for each substantive element of the strategic analysis system in the diagram below. All the presented methods of strategic planning, of course, are not mandatory for use in specific development plan, but serve as powerful auxiliary resources, the choice of which depends on managerial experience and skill.

Correspondence scheme of the tools used at the stage of developing a competitive strategy

After the procedure for selecting strategic alternatives, the development of functional strategies follows: development of sales, production, R&D, finance, personnel, marketing, etc. Strategic planning at each iteration ends with the adoption and approval of a document called the “strategic plan of the company”, which serves as a target for adoption for at least several years. tactical decisions and for operational management. A summary of this document is presented below.

Problems of strategic planning

Unfortunately, we have to admit that modern system strategic planning, which has developed in many companies, causes a certain nihilism among top management. A natural question arises: did the peak of popularity pass to strategic management and did it really exist? It seems that the hopes for the "golden formula" of the strategy did not materialize to a large extent, and there are several reasons for this. In this regard, we will consider some of the problems that have led many business leaders to understand the current situation with the development of this management component.

1. The most important reason, in my opinion, lies in the fact that the procedures for linking well-formulated strategies with grassroots projects and processes through the same BSC turned out to be extremely cumbersome. At the same time, the dynamics of real events requires regular adjustment of the same corporate cards, for which there are simply no resources, and this is simply unprofitable.
2. Modern models of long-term planning suffer from excessive mechanicalness, lack of flexibility, which is important today. Almost always, at intermediate moments, these models turn out to be irrelevant to a certain extent. The way out can be achieved by scenario modeling with elaboration various options business development. However, this is also a rather expensive exercise, which requires the allocation of the strategy planning function with the advent of a separate structural unit.
3. The third problem has a purely Russian specific coloring and is related to the strategy's aiming at the growth of business capitalization. At first glance, there is nothing wrong with this position. This is a very worthy goal for any owner. However, in domestic practice, the share of speculative investors often exceeds the number of "strategic" shareholders by several times. The positions of the two types of shareholders regarding strategy are often opposite. The first ones are always aimed at the growth of capitalization, because they are focused on the sale of their stake in the end. Strategies developed with such an unspoken message from the owners, to a certain extent, devalue the very idea of ​​\u200b\u200bplanning ahead.

Does everything described above mean that there are no prospects for strategic planning in domestic business? Not at all. I would even say that, on the contrary, there are prospects, and they lie in the plane of our own scientific research and the development of alternative models, and not in blind translation of the methodology of the best examples of the Western school. As the supreme component of management, strategy gravitates toward the ideological aspect of doing business. In other words, the ideology of the main business owners is important for her, but not only.

Modern companies are in an open global system, but Russian business is very specific, and it seems to me that in the coming decades its national features will only become stronger. And this means that a new productive concept of strategic planning can be built based on the state ideology and business development strategy. Some progress in this direction is being made, but not enough. I believe that if the state, taking into account world experience, found an opportunity to order applied science new paradigm strategic management, breakthrough Russian companies on the international markets over time would become more likely and successful.

Strategic planning- this is the process of determining the future position of the organization, depending on the external conditions of activity. It is based on a systematic and situational approach. The initial element is to consider the organization as an open system.

Based on this, in strategic planning, the main source of the organization's success is established in the external environment. The result of the strategic planning procedure is the definition of the mission, goals, strategy and allocation of resources.

Under the strategy of the organization is understood the general program of actions of organizations, taking into account the importance of tasks, resources and actions.

The need for strategic planning in modern conditions arises in connection with changes in the external environment, which requires changes in the activities of the organization.

Stages of strategic planning:

1) mission and goals.

The mission of the organization is the purpose of the organization in society, this is its main public goal, i.e. for what it exists in society. The mission reveals the meaning of the organization, the specific status of the organization.

Mission value:

a) is the basis for all planning decisions of the organization, for determining the goals and objectives of the organization,

b) the mission gives general idea on the organization and content of the forms of property of the organization,

c) the mission as the general goal of the organization unites the actions of all employees.

Targets, what tasks the organization is aimed at solving,

The scope of the organization

The philosophy, values ​​that are accepted in the organization should be reflected,

Ways to carry out activities.

Goals are defined based on the mission.

is a specific end state or desired outcome. Most organizations are multipurpose in nature.

Goals are divided into:

A) economic - quantitative and qualitative,

B) non-economic - improve working conditions.

All goals are divided into:

a) strategic - they are aimed at solving large-scale programs, relate to the organization as a whole, these are long-term goals, they are set by top managers,

b) tactical - aimed at solving problems, these are medium-term goals, set by middle-level managers, operational goals - they are aimed at solving current problems, short-term goals, set by lower-level managers.

Goals are developed in the main areas:

* position in the market,

* innovation,

*performance,

*resources,

*profit,

*control aspects,

*staff,

* social responsibility.

They usually choose three main areas in which goals are developed. The goals of any organization form a hierarchy of goals. Allocate high-level goals, then subsequent ones. Based on the hierarchy of goals, the structure of the management apparatus is developed.

There are 2 main ways of forming goals:

1. centralized - goals are set by the highest level of management of the organization, dignity - all goals are subject to a single orientation, minus - lower levels may not accept these goals,

2. decentralized - 2 schemes: a) the development of goals goes from top to bottom, but at the same time, each next level determines its own goals based on a higher level, b) setting goals goes from bottom to top, these goals serve as the basis for developing a higher level.) ;

2)environment analysis.

Is the basis. It allows you to strategize.

* identification of factors of the external and internal environment that may affect the ability of the organization to achieve its goals.

The external environment includes the background (state of the economy, political environment) and business (suppliers, intermediaries, consumers, competitors). After that, information about the internal and external environment is evaluated. The main purpose of evaluating this information is to determine the negative and positive impacts on the organization's future performance.

Various assessment methods are used - the SWOT matrix, finds out the strengths and weaknesses organizations. As well as opportunities and threats.

3) choice of strategy.

4 basic strategies:

1. stability strategy - the organization chooses its strategy based on what has been achieved,

2. growth strategy - a significant increase in the performance of the organization, a riskier path of action,

3. reduction strategy - separation of part of its activities,

4.combined - any combination of previously noted strategies, approx. large organizations.

4) execution of the strategy.

In order to implement the strategy, it is necessary to implement the conditions.

To create conditions, strategic measurements are carried out - 3 types:

* radical reorganization, fundamental measurements,

* drastic changes

*moderate changes.

To carry out the implementation of the strategy, an implementation mechanism is required, it includes 4 elements:

1. tactics - specific, short-term stages of the strategy,

2.politics - general guidelines for action and decision-making,

3. procedures are actions that must be taken in a particular situation,

4. rules - precise instructions in a particular situation.);

5) evaluation and control of implementation.

The possibilities of further implementation of the strategy, the establishment of a strategy in achieving the goals set are clarified. The presence of feedback means that after completing the stage, it is possible to return to the previous stage.

Sincerely, Young Analyst

The general view of the strategic planning of an enterprise is to choose the main directions production activities, techniques and methods that ensure the achievement of long-term goals of the enterprise in a constantly changing environment.

Strategic planning of an enterprise includes such functions as determining preferred directions and trajectories for the development of an enterprise, setting goals, allocating resources, i.e. those activities that provide the enterprise with the achievement of competitive advantages.

V economic theory there is a division of types of planning depending on the degree of their importance in the process of planning activities of the enterprise. From these positions, enterprise planning is divided into two main types - strategic and operational (tactical).

Strategic planning proceeds from the fact that the enterprise has an idea of ​​the benchmarks that it wants to achieve in the future;

The main problems are outside the enterprise;

The enterprise is able to foresee dangers and threats;

The reaction to threats should not follow after they have already been

is carried out using the principle of "decisive action", but should prevent them or minimize losses if it is impossible to prevent them.

In other words, the potential of the enterprise must be tuned to the opening opportunities and strategic tasks in order to ensure the necessary position of the enterprise in the market based on the development of goals and their timely adjustment. In this regard, operational planning is a continuation, concretization of strategic planning and is carried out within the framework of existing strategies.

Figure 1 - Strategic planning scheme

Strategic planning is a concept of survival and development of an enterprise in certain conditions, on the basis of which a concrete idea is given of what the enterprise should be like in the future, in what environment it will operate, what share and strategy to occupy in the market, what competitive advantages to have. and what changes should be made in the enterprise.

Based on the concept of strategic planning, it is necessary to determine the potential of the enterprise and its development strategy.

The potential of an organization is usually understood as the totality of its capabilities to produce products (render services), determined by the factors of production (resources) at its disposal.

Factors of production include: capital; land; work; entrepreneurial ability.

The activity of the enterprise is constantly under the influence of various factors controlled and uncontrolled by the enterprise. In order to coordinate them and create the basis for decision-making, it is useful to use a sequential process of strategic planning.

The strategy implementation process can be divided into two stages:

a) the process of strategic planning - the development of a set of strategies, ranging from the basic strategy of the enterprise and ending with functional strategies and individual projects;

b) the process of strategic management - the implementation of a certain strategy in time, the reformulation of the strategy in the light of new circumstances.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to achieve its goals. The strategic planning process is a tool that helps in making managerial decisions. Its task is to ensure the process of introducing the necessary changes in the organization aimed at improving the efficiency of its functioning. Theory and practice define four main types management activities as part of the strategic planning process:

Resource allocation;

Adaptation to the external environment;

Internal coordination;

Awareness of organizational strategies.

Resource allocation includes the allocation of limited organizational resources such as funds, scarce managerial talent, and technological expertise.

Adaptation to the external environment covers all actions of a strategic nature that improve the relationship of the enterprise with its environment. Businesses need to adapt to both external opportunities and hazards, identify appropriate options, and ensure that strategy is effectively adapted to the environment.

Internal coordination involves coordinating strategic activities to reflect the strengths and weaknesses of an enterprise in order to achieve effective integration of internal operations.

Awareness of organizational strategies involves the implementation of a systematic development of the thinking of managers by forming an enterprise organization that can learn from past strategic decisions. The ability to learn from experience enables an enterprise to correctly adjust its strategic direction and improve professionalism in the field of strategic management. The role of the senior manager is more than simply initiating the strategic planning process, it is also involved in implementing, integrating and evaluating this process (Figure 2).

Figure 2 - Strategic planning process

Let's take a closer look at each stage of this process.

Mission. If you ask the heads of various enterprises: "What is the mission of your company? What is the main purpose of its existence?", Then the majority without hesitation will answer "Profit!" or "Making a profit!". Without downplaying the role of this most important goal for the company, it is worth thinking and answering the question: is it possible to make a profit without meeting the needs of the company's customers? Of course not. Therefore, the mission is, in fact, what the head of the company wants to see this company towards customers, owners and staff. And if you strive to fulfill the predestined mission, to achieve a high declared goal, then the profit is provided by itself.

Target. At this stage, the general goals of the company are formulated. But how many enterprises, so many varieties of common goals. However, the vast majority of enterprises formulate, for example, such target indicators as profit volume, sales volume, liquidity and financing ratios, profitability of sales and assets, etc.

There can be and are usually set also goals for the number of personnel, optimization organizational structure, capturing market share, expanding the range of products and services. And many, many more, specific and unique for each individual company, common goals. The main thing is that these goals must have some mandatory characteristics. They must meet the so-called SMART criteria, namely: goals must be specific (specific), measurable (measurable), achievable (achievable), relevant (relevant), time-oriented (timed). And, of course, mutually consistent or mutually supporting each other.

So, at the end of this stage, an answer is given to the question "Where will the enterprise be located?"

Analysis of the external environment. It analyzes external factors that affect the life of the company and, accordingly, the management system, planning system, economic factors (inflation rates, unemployment rates, tax rates, exchange rates, etc.); market factors (level of competition, life cycles of goods and services, demographic situation, etc.); political factors (changes in legislation, tariff system, political alignment of forces, lobbying, etc.); cultural factors (values, mores, beliefs, attitude to business, etc.); technological factors (changes in technology, use of computers, etc.); social factors(birth rate, housing provision, etc.); resource factors (material, financial, labor resources etc.). At this stage, first of all, monitoring of the external environment is carried out, tracking the ongoing changes, collecting information, and then studying the so-called opportunities and threats associated with these external factors, i.e. answers the question: what is each factor? A threat to the life of the company? Or new opportunity to expand your business?

Advantages and disadvantages. The analysis of internal factors influencing the planning system is carried out. Let's list the areas of their influence. At this stage, also, first of all, information is collected, and then a study of the so-called strengths and weaknesses of the organization associated with these internal factors. That is, answers are given to the questions: what are the strengths and what are the weaknesses of the company? So, at the end of these stages, we answered the question "Where have you been?" or "Where is it?", i.e. Where is or is the organization located?

Alternatives. At this stage, we have come close to the apotheosis of strategic planning, namely: the development of a 2 x 2 SWOT analysis matrix. SWOT is an abbreviation of the words: strength (strength), weakness (weakness), opportunity (opportunity) and threat (threat). SWOT analysis matrix Internal environment, Strengths, Weaknesses, External environment Opportunities, Threats.

And now the head of the company opens up four main strategic alternatives: limited growth, growth, reduction, and a combination of these three strategies.

Choice of strategy. At the end of the previous stage, in fact, an answer is given to main question"How?", i.e. how to move from the state in which the organization is now to the desired future state of the organization?

Strategy evaluation. This stage consists in a comprehensive assessment of the chosen strategy and, of course, in comparing the results achieved and the goals set initially. The challenge is to keep this difference as small as possible. And if it is large, then the feedback is turned on. There is an adjustment of goals (depending on changes in external and internal factors), plans or strategies.

Implementation of the strategy. Performing stage.

The main procedures for strategic planning are:

Strategic forecasting (forecast);

Strategic programming (programs);

Strategic design (draft plans).

Strategic forecasting (forecast) is necessary in order to avoid major mistakes, as well as to evaluate possible alternatives to market dynamics, the behavior of competitors and partners in the internal and foreign markets.

There are the following forecast periods:

Operational forecast (quarterly);

Short-term forecast (up to 1 year);

Medium-term forecast (up to 5 years);

Long-term forecast (up to 20 years);

Long-term forecast (more than 20 years).

Strategic programming (programs) is a targeted policy document, drawn up, as a rule, for the foreseeable future (3 ... 5 years), containing a system of measures agreed in terms of time, resources and performers that ensure the achievement of the set goal. Moreover, the resources used are understood as the total cost of both material and labor, financial and information resources needed to achieve the goal.

rod target program is a goal around which a complex of various activities is grouped. Since the market situation is constantly changing, the program is also constantly being adjusted and refined.

Strategic design (draft plans) is the final stage of strategic planning procedures aimed at developing draft strategic plans.

A draft strategic plan is a project management decision on the implementation of the strategy of behavior of the relevant subjects of management.

The planning process is complex and varied. This determines the complex nature of the system of plans, which is divided into the following elements:

1) strategic plan - the general plan of the enterprise for 5 years, and company-wide plans drawn up in continuation of the strategic plan;

2) strategic plans of individual business units included in the structure of the enterprise;

3) operational plans.

The efficiency of the functioning of an enterprise in a market environment is largely determined by the market situation. The survival and development of the enterprise depends on it in the first place. It is the market, with its instability, the complication of competition, the unpredictability of the behavior of partners, the reduction in the life cycle of demand for services (goods), etc., that predetermines the need for analysis and assessment of the environment with a forecast of its changes over time, and on the basis of this implementation of planning , ensuring compliance of the results of the enterprise with the requirements of the market.

An enterprise operating in a certain market (or a separate segment of this market) and producing (providing) certain products (services) depending on its potential, with certain costs, meets the requirements of the market when it not only produces, but also sells its products on this market. products, ensuring the receipt of the amount of profit that meets the expectations of the company's management.

Non-compliance with market requirements, leading the company to losses, is due to 2 groups of reasons: current and strategic.

Current causes include those that affect the decline economic efficiency production and promotion of products (services) on the market. This is first of all bad publicity, incomplete use of production capacity, reduced product quality, etc.

TO strategic reasons include the causes that affect the achievement of the objectives of the organization. These are errors in determining the magnitude of demand, errors in choosing the characteristics of a product (service), an incorrectly chosen reaction to the possible behavior of partners and competitors, etc.

Current causes are eliminated by operational impacts, strategic ones can be eliminated with the help of such actions as adjusting or changing the goals of the enterprise, diversifying, etc.

If the process of enterprise survival can be determined by the timeliness of eliminating current causes, then the process of its development is determined by the correct orientation to the future, taking into account the requirements and trends in the market situation. This requires a detailed analysis of the current situation and capabilities of the enterprise, the ability of its management to correctly determine the directions of development, justify long-term goals (landmarks), ways and methods to achieve them, which is the essence of strategic planning that ensures the progressive development of the enterprise.

Business planning consists of two parts:

1) strategic planning;

2) marketing planning.

The basis of this type of activity is strategic planning, based on the analysis of the "economic portfolio" of the enterprise.

If the production includes several assortment groups, several products, brands and markets, then a separate plan is developed for each of these positions, the so-called. marketing plan that includes:

Production plan;

Release plan determined by the life cycle of the product;

Plan market activity determined by the demand for the product.

Considerable interest in the life cycle of a product when drawing up a marketing plan is justified by the following reasons:

With the transition to market relations and the increased diversity of the range of goods and their modifications, the life of the goods has become shorter;

The development of competition predetermines the need to update products, and the introduction of new products requires growing investments;

Life cycle analysis of products allows the marketer to anticipate changes in the tastes of society.

Thus, the release and implementation of a new product implies:

1) its modification;

2) innovations that the consumer considers significant.

As is known, investments are needed to solve this problem; attracting investors. To attract investors, a "business plan" is being developed - a permanent document in which changes and additions are made, related to changes both within the enterprise and in the external environment.

Enterprise strategies should be built on a hierarchical basis. At the same time, the levels of strategies, their complexity, their integration are very different depending on the type and size of the enterprise. So, a simple organization can have one strategy, and a complex organization can have several. various levels actions.

And so, the conceptual model of the strategic plan allows you to define the following stages of drawing up the strategic plan of the enterprise:

Environmental analysis:

a) the environment

b) internal capabilities.

Formulation of strategy and selection of alternatives:

a) marketing strategy

b) financial strategy,

c) R&D strategy

d) production strategy,

e) social strategy,

f) organizational change strategy,

g) environmental strategy.

The result of the activity according to the scheme proposed above for compiling a strategic plan for an enterprise is a document called the "Strategic Plan of the Enterprise" and usually having the following sections:

a) Goals and objectives of the enterprise

b) Current activities of the enterprise and long-term tasks.

c) Enterprise strategy (basic strategy, main strategic alternatives).

d) Functional strategies.

e) The most significant projects.

f) Description of external operations.

Capital investment and resource allocation.

a) Planning for the unexpected.

b) Applications: Calculations, certificates, other business documentation, including:

1) Annual sales volume by product groups,

2) Annual profit and loss by division,

3) Annual export and its relation to the volume of sales by divisions.

4) Changes in product mix and market share.

5) Annual Capital Expenditure Program.

6) Annual cash flows.

7) Balance at the end last year plan.

8) Policy of takeovers and acquisitions.

Strategic planning alone does not guarantee success, and an organization that creates strategic plans may fail due to errors in organization, motivation, and control. Nevertheless, formal planning can create a number of significant favorable factors for the organization of the enterprise. Knowing what an organization wants to achieve helps clarify the most appropriate course of action. By making informed and systematic planning decisions, management reduces the risk of making the wrong decision due to erroneous or unreliable information about the organization's capabilities or the external situation. That is, planning helps create unity common purpose within the organization.

The economy is changing so fast that only strategic planning at the enterprise can help build a formal forecast of potential risks and opportunities. It is this method that helps the management or the owner to set long-term goals, create a plan for their implementation, minimizing risks and including the tasks of the company's divisions.

What are the features of tactical, operational and strategic planning in the enterprise

Those who are seriously involved in business usually set some strategic goal for the company. It, in turn, consists of several subgoals, which include tasks. That is, the process of fulfilling the set plans in the company is carried out from setting the largest and most significant goal to the implementation of small everyday tasks.

To optimize the planning process, it is divided into several types:

• tactical;
• operational;
• strategic.

Strategic planning

The most common type of planning is strategic. It should not be compared with the long term. Developing a company strategy is setting a more global goal. For example, L. Mittal, adhering to the strategy of saving to the maximum, became one of the richest people in the world. The strategy was to reduce costs to the limit on the main parameters of activity (personnel, raw materials, resources, etc.).

It is the manager or owner who is engaged in strategic planning.

tactical planning

V Soviet time medium-term plans were established at the enterprises. Tactical planning is somewhat similar to this practice, but there are significant differences. At the same time, although the plans are limited in time, this is the time allocated for the implementation of the goals set. Tactical planning is a consequence of strategic planning. L. Mittal set such tactical goals at his enterprise as to optimize the staff, acquire coal deposits for the production of its own raw materials, automate business processes and production processes.

As a rule, the heads of departments are engaged in the development of a tactical plan. If we are talking about a small company, this task is included in the range of duties directly to the head of the entire organization.

operational planning

Operational plans are created on the basis of a short time period. Based on the circumstances, it can be planning the actions of one day, several days, a week. However, it will be better for the staff and you if a list of tasks is defined for each day, which easily changes depending on the situation. Operational planning allows you to record the results and exercise control.

In some areas of activity, it is more convenient for enterprises to form different types of plans of all three types. For example, financial planning, marketing or investment is carried out at the operational and tactical levels.

Different planning methods will allow you to organize work as efficiently as possible, select the right performers, and monitor the implementation of tasks.

How to draw up a strategic development plan

Many managers mistakenly believe that long-term strategic plans can be successfully replaced by sales plans. The development of companies headed by such leaders is hampered by top management's misunderstanding of the business goals, and therefore, the failure to use funds to achieve these goals.

In order for an enterprise not to get bogged down in a routine, it needs a strategic plan. Download example algorithm for the development and implementation of a strategic plan you can in the article electronic journal"General manager".

The main goals of strategic planning in the enterprise

Determination with strategic plans in the firm is also to form and communicate to the designated official such a measure of responsibility and authority that will allow him to fully manage the company during the entire period of his tenure. Strategic planning has the following objectives:

1. Creating and displaying an enterprise model in perspective regarding its field of activity, mission, development.

2. Setting goals general manager or manager for the entire period of his activity in accordance with the concluded contract.

When deploying the goals and objectives of the company's strategic plan, it is worth remembering possible problems that impede forward movement. These problems must be identified and ways to solve them must be found. The most important tasks in this type of planning are the following:

• analysis of the growth process of the company's activities from the very beginning, as well as compliance with the planned strategic plans;
• assessment of the external and internal development of the company today;
• adjustment of the mission and vision of the company in its field of activity;
• setting common development goals;
• analysis of the main problem in enterprise management and development of a method of elimination;
• development of the concept of the enterprise;
• search for opportunities and ways to implement them to transfer the company to the active sphere of TO-BE;
• creation and distribution of initiative actions for the implementation of the strategic plan;
• refinement of certain nuances and provisions in the areas of the company's activities that depend on strategic planning: investments, finance, marketing, etc.

Strategic planning of the enterprise: advantages and disadvantages

Strategic planning in an enterprise is the formulation and setting of strategically important tasks based on forecasts of the company's activities in the face of changing external factors, as well as the identification of the most important areas of development and the selection of ways to complete tasks.

This type of planning is based on the immediate application of innovative ideas, as well as proactive actions to minimize risks and accelerate the development of the company.

The strategic method of planning differs from the tactical one in the following ways:

1. The forecast of future processes and results is made based on a strategic analysis of the enterprise's activities, risks, opportunities to change the situation in its favor, etc., and not by observing existing trends.
2. This is a more time-consuming and resource-consuming method, but it gives more accurate and complete information in the end.

The process of carrying out this planning in the company is carried out using the following actions:

1. Determination of the most important long-term tasks and goals.
2. Organization of strategically significant departments in the company.
3. Setting goals when conducting research activities in the marketing field.
4. Analysis of the current situation and determination of the vector of development in the economic sphere.
5. Planning for increasing production, developing a marketing strategy for the company as a whole.
6. Definition of a set of tools to achieve the goals.
7. Carrying out control measures with adjustment of the strategy, if necessary.

Strategic planning has its own characteristics:

• it is characterized by a constant analysis of external activities to identify potential risks, problems that may affect the work, as well as trends, development alternatives, etc.;
• the economic activity of the enterprise easily adapts to changing circumstances;
• all the time there is a process of optimization of tasks;
• it is focused on the most important formed goals and stages of development of the company;
• planning in the company is optimally distributed from higher to lower positions;
• there is a constant correlation of tactical and strategic plans.

The advantages of this type of planning are as follows:

1. Plans are based on reasonable probabilities and event forecasts.
2. The company's management has the ability to set long-term goals.
3. It is possible to make decisions based on the set strategic plans.
4. At the same time, the risk in making one or another decision is reduced.
5. Unites the set goals and their performers.

However, in addition to the benefits, there are a number of shortcomings.

Strategic planning does not, by virtue of its nature, give a clear description of the future. The result of this type of planning will be the creation of a model of potential behavior and the desired market position of the company in the future, but it remains unclear whether the company will remain afloat until then.

Strategic planning does not have a clear algorithm for drawing up and implementing a plan. Goals are set and achieved through the following actions:

• the company constantly monitors external activity;
• Goal setting staff have O a greater degree of professionalism and creative thinking;
• the company is actively innovating;
• All employees are involved in the implementation of the goals.

Strategic planning needs to invest a lot of resources, financial and time. Traditional planning does not require such efforts.

The consequences of non-fulfillment of strategic plans are usually much more serious than with conventional planning.

Planning alone will not produce results. Mechanisms for the implementation of the tasks set should be prepared.

The process of strategic planning in the enterprise is necessary to identify potential development options in the economic and social spheres the state as a whole. Company and government bodies should cooperate on the exchange of information on a voluntary basis.

What is the system of strategic planning in the enterprise

The concept of strategic planning today consists of the following points "decision - change - control". That is, we can say that this type of planning is based on three elements: the decision to do something, the implementation certain changes after that and control the result. Each element represents an organized process.

Strategic planning is provided thanks to various subsystems of the enterprise: personnel, methodological, information and analytical. In other words, strategic planning can be represented as a set of subsystems that, when interacting, make it possible to achieve the set goals.

Subsystem for making strategic decisions

This element consists of methods for identifying company problems, analyzing effective ways their elimination and decision-making, allowing to improve the activities of the organization in the future. The subsystem includes a certain circle of people dealing with the identified problems, as well as a set of actions to analyze and find optimal solutions.

Change management subsystem

This element is a set of tools that allows you to develop plans and prepare projects for making the necessary changes in the structure or functional activities of the company.

However, no plans will arise, and no programs will materialize on their own. This requires proactive people. It is these people who, together with managers, carry out the processes of strategizing, planning and business modeling.

1. When strategizing, management is working out a vision of the company's future place in the external economy, its activities and the means by which this position will be achieved.
2. With the help of planning, alternative activities of the company in a given situation are discussed, fact-based assumptions are made about what awaits it in the future;
3. In business modeling, models of a company's business behavior are built or modified based on long-term goals and a defined mission.

Strategic control subsystem

This element allows you to evaluate how the chosen strategy is being implemented, what changes are taking place inside the company and in its external activities, how the goals set correspond to the developed plans, and also allows you to change the scenario for the development of the strategic plan if necessary.

They control the already completed part of previously planned programs and projects. The results should be summed up necessarily, to motivate leaders. Reports should include not only the results obtained, but also the strategic problems that have occurred or are likely to occur.

Information and analytical subsystem

With the help of this element, all direct participants in the strategic planning process are provided with the latest and most relevant information about events taking place inside and outside the company.

This subsystem is aimed at the full implementation of the set strategic objectives through the use of information sources and technologies.

That is, it does not just inform participants about everyday processes. In addition to daily formal reporting, it has tasks of a more global level.

Methodological subsystem

This subsystem is created to carry out the process of full information support of the enterprise during the development of a strategic plan. Information is obtained, analyzed and applied.

The methodological aspect of the company's activities consists of various methods collection and application of strategically important information in the process of management, setting strategic goals and monitoring their implementation. It also represents the tools for the implementation of the strategic objectives.

Organizational and personnel subsystem

This element is the interaction of organizational activities and personnel policy. With competent leadership, they organize special forms of interaction in the enterprise, which are used in the formulation and implementation of strategic plans.

Strategic planning management subsystem

The specified subsystem is used to carry out strategies and developed plans, the management process and control over it, as well as to find out how effective the ongoing processes are and whether there is a need to improve them.

The implementation of the activity of this subsystem occurs with the help of a specially organized autonomous unit. It is engaged in the implementation of the developed strategies, organizes the processes necessary for this, controls their implementation and results. All this is done with the support of the regulatory and methodological framework and on the basis of official documents.

Phased organization of strategic planning at the enterprise

The setting of strategic goals at the enterprise goes through the following stages:

Stage 1. Defining the mission of the enterprise

The process of identifying the mission involves an answer to the question why the enterprise exists, what is its role and place in the foreign economic sphere. The establishment of a strategic mission is significant for the implementation of the enterprise, both internal and external activities. In internal activities a clear defined role helps staff feel unity, adhere to a culture of behavior.

In external activities, a clearly stated mission helps to establish a single image of the company in the market, only its own image, tells about the role of the enterprise in the economic and social spheres, as well as how it should be perceived by customers.

The mission statement consists of four elements:

• study of the history of the emergence and activities of the company;
• study of the field of activity;
• definition of the main goals;
• strategic aspirations of the company.

Stage 2. Formulation of goals and objectives of the functioning of the enterprise

The goals set do not just show the state that the company will reach after achieving them, they should also motivate employees to achieve them.

Therefore, goals must meet the following parameters:

• functionality - it is important to determine the functions of the set goals, since the manager must be able to adapt the goal and delegate it in a suitable form;
• selectivity - certain resources are always attracted to achieve the goal. But in case of their insufficiency, some specific goals should be allocated, on which it is necessary to concentrate, and for the achievement of which resources and efforts are used. That is, there is a kind of selectivity of goals;
• plurality - goals and objectives are set for all important areas in the activities of the enterprise;
• achievable, realistic – goals must be realistic. Employees must see that even though achieving the goal will require very hard work, in the end it is possible to achieve them, they lie within the possibilities. Setting unrealistic, unattainable goals demotivates, negatively affects the activities of employees and, as a result, the company as a whole;
• flexibility - it should be possible to change the goal or means of achieving it in the process of working on its implementation, if this is required by factors in the external or internal activities of the company;
• measurability - the goal should be measurable both in quantitative and qualitative terms, and not only at the time of setting, but also during work on its implementation;
• compatibility - all goals set in the company must be combined with each other. That is, long-term goals should meet the requirements of the company's mission, and goals for a shorter time period should stem from long-term goals;
• acceptability - at the time of goal setting, the interests of business owners, managers, company employees, partners, customers, etc. should be taken into account;
• Specific – The goal must be clearly stated. From it it should be clear in what key the company will act, what will happen when the goal is achieved, what the results will be, who is involved in its implementation and for how long.

The structure of goals in setting plans is revealed in two ways. The first is centralization. It represents the setting of goals by the management of the company. The second approach is decentralization. In this case, both management and employees at all levels are involved in goal setting.

The structure of goals is determined through the sequential passage of four stages:

• processing data on the external activities of the enterprise;
• setting clear global goals;
• alignment of goals in order of importance;
• setting specific goals for certain events.

Stage 3. Analysis and assessment of the external environment

When analyzing external activity and the environment, two components are taken into account: the macro environment and the micro environment:

When studying the macro environment, the following elements are analyzed:

• economic activity and its level of development;
• legal support;
• social and cultural spheres of life;
• the level of technical and scientific development;
• infrastructure level;
• the political state of society;
• the level of resources, the state of the environment.

The microenvironment of the company includes those firms that are in direct interaction with the company, that is, the enterprises that are constantly in contact with it are studied. These include:

• supplier firms;
• firms-consumers of manufactured products;
• intermediary organizations, including between the company under study and the state ( tax office, Insurance companies etc.);
• competing enterprises;
• various companies, commercial and not, that influence the formed public image of the company (for example, the media, the Consumer Rights Protection Society, etc.).

Stage 4. Analysis and evaluation of the internal structure of the enterprise

The study of the internal environment of the enterprise helps to understand what resources and potential opportunities are available for the company when moving towards its goals.

At the same time, analysis and study is carried out in the following areas:

• marketing;
• production;
• research and innovation;
• product distribution;
• resource opportunities.

Analytical work in this case involves the study of potential risks for the company's activities, as well as to determine the positive and negative features inherent in the company.

Studies of external and internal factors are carried out using the following matrix methods:

• Stickland and Thompson;
• Boston Advisory Group;
• SWOT analysis.

Stage 5. Development and analysis of strategic alternatives

Alternatives are worked out to determine ways to achieve the goals and objectives defined in the mission of the organization. The scenario will depend on the current position of the company.

At the same time, when working out a strategic alternative, you need to decide on three points:

• what activities are being liquidated;
• what activities are ongoing;
• in which business direction to start a new activity.

The strategy is developed on the basis of the following areas:

• reaching the level of a leader in the position of reducing production costs;
• permanent presence and development of activities in a certain area of ​​the market;
• constant and high-quality production of the established assortment.

Stage 6. Choosing a strategy

In order to choose the most effective strategy, you need to rely on a clearly built and coordinated system of the company's activities. The choice of strategy should be clear and unambiguous. That is, one direction should be chosen, which is most suitable for the activities of this company. The stages at which the strategy is developed and the form in which it is communicated to the team have a generalized form and may change depending on the activities of the company.

Stage 7. Implementation of the strategy

This process is a very important link in the company's activities. After all, if successful, it will lead to the full implementation of the set strategic plans. Implementation is carried out using a set of actions: various programs and procedures are developed, from which plans are made for long and short periods. For a complete implementation, perform the following steps:

• familiarize employees of the company with the goals set so that they take part in the process of achieving them;
• the company always provides the resources necessary for successful implementation prepares a plan for its implementation;
• in carrying out activities to achieve the set goals, managers at each level act in accordance with their authority and assigned tasks.

Stage 8. Evaluation of the chosen (implemented) strategy

The strategy is evaluated by the answer to the question - will the company be able to achieve the goals? If the developed strategy gives a positive answer to this question, then it is further analyzed according to the following parameters:

• how it correlates with the demands of external activity;
• how it correlates with the development potential of the company;
• how acceptable is the level of risk in this strategy.

The implementation of the strategy is evaluated. Feedback helps to control this process and make changes if necessary.

Methods of strategic planning in the enterprise

There is a classification of strategic planning methods in the enterprise, depending on the point in time they are applied.

Method 1. SWOT analysis

This type of analysis was created to determine the effectiveness / inefficiency of the company's activities in the foreign market. This is a kind of quintessence of a large analytical volume of information that allows you to understand and draw a conclusion about the next steps of the enterprise. Where should he move, how to develop, how to distribute resources. As a result of this analysis, a marketing strategy or intended behavior is created in order to test it.

The classic SWOT analysis method works by comparing the company with the most significant competitors. Based on the results obtained, the pros and cons of the enterprise, risks and possible successes are identified.

Method 2. "Tree of goals"

This method involves dividing the most global goal into smaller tasks, which are also divided into even smaller ones. The method is very important for learning various systems management, because it is possible to represent the activities of the company in the form of a consistent implementation of the goals and objectives. The “tree of goals” method should be used, if only because it allows you to create a backbone, a stable framework that will remain unchanged under changing factors and circumstances.

Method 3. BCG matrix

This tool is also called Matrix BCG. It is used for strategic analysis of the company and its products in the economic and commercial field of activity. For analysis, data on the volume of market share are taken this enterprise and his growth. This method is quite simple, but at the same time very effective. Therefore, it is used not only in the economic, but also in the marketing and management spheres. Using the matrix, you can see the most successful and the most illiquid products or departments of the company. With its help, a marketer or manager will understand which product or department of the company should be allocated resources to develop, and which should be reduced or removed altogether.

Method 4. McKinsey Matrix

This kind of matrix as a planning tool was developed by a specially created McKinsey department. The order for the development was given by General Electric. The method is an improved BCG matrix. However, in comparison with the latter, it allows more floating funding for the strategy being pursued. For example, if on the basis of the analysis it is found that the company is weak as a competitor in the market, and the dynamics of market growth is not visible, then the financing of activities in this area can still be continued. Since there is a possibility of reducing the risk in this area or the emergence of a synergy effect due to more efficient work in other areas of activity.

Method 5. Ansoff matrix

This type of matrix is ​​a method of analysis in strategic management, invented by Igor Ansoff. It is also called the product-market matrix.

This matrix can be represented as a coordinate field, where the company's products (existing and new) will be located on the horizontal axis, and the markets in which the company is present (already used and potential new ones) will be located on the vertical axis. The intersection of the axes gives four points.

The resulting matrix provides 4 options for marketing strategies to increase sales and / or maintain existing volume: reaching new markets, developing in the current sales market, developing the range, expanding markets and product range.

The appropriate option is chosen based on how often the company can update the range and how saturated the market is at the moment. You can combine two or more options.

1. Coverage of new markets - entering new markets with an existing product. At the same time, markets are assumed to be of different scales - international, regional, national;
2. Development in the current sales market - holding various events from marketing sphere in order to strengthen the position of the product in the market;
3. Development of the product range - the offer of new products in the existing market in order to strengthen the position of the company;
4. Diversification - expanding sales markets, attracting new markets, as well as expanding the range of products. However, one should be wary of dispersing efforts.

Scenario planning- not so long ago appeared a tool for setting strategic plans for the enterprise. With its help, alternative scenarios for the future of the company are developed. This method analyzes the external activities of the organization and combines both known actual information and assumed important points in the formation of the scenario. The developed alternatives necessarily combine predeterminations (which simply exist at the moment) and as yet undefined development options important points activities. The enterprise strategy for strategic planning, developed on the basis of the scenario method, is characterized by flexibility and allows the company to successfully operate in different situations.

Method 6. SADT Method

Another method called Structured Analysis and Design Technique (abbreviated as SADT) is a set of actions that build a model of a specific object in a specific area. It is a method of analyzing and creating projections. It is used to determine functional device object, in other words, the connection between the actions it performs and the analysis of the actions themselves.

Method 7. IDEF0

As a continuation of the previous one, the IDEF0 method was developed, the essence of which is to build a model and graph of the object's functionality. It describes business processes with an indication of the subordinate relationship of objects, and also formalizes them. The method explores the logical connection of works, but not their temporal sequence. The received information can be represented as a "black box" with holes for inputs and outputs, mechanisms inside, the outlines of which gradually appear up to the desired level. With the help of IDEF0, projects are organized to model various processes (for example, organizational, administrative, etc.).

• How to find inspiration for solving strategic problems

What are the problems associated with strategic planning of enterprise development

Today there is a sad tendency to reject the method of global strategic planning by a layer key managers. And it makes you wonder why. And was there even a period when strategic management was popular and applied everywhere? It can be concluded that the "golden formula", which they tried to derive and apply, did not work, and this happened due to several factors. Here are some of the reasons that influenced the current businessmen's assessment of the current situation in the field of strategic planning.

1. One of the main reasons is that the link "enterprise strategy - underlying projects and activities", even with the help of BSC, is very cumbersome. Real events show that correlation is needed, for example, for corporate cards, but this is unprofitable due to the lack of free resources.
2. Today, strategic planning and its methods are too static, mechanistic, do not have the necessary flexibility. Therefore, at certain stages, the constructed model turns out to be irrelevant. Scenario modeling could be used here to create models of various versions of the current business, but this would require additional funding for the organization. special structure for planning.
3. The third reason is purely Russian problem, which lies in the fact that the basis of strategic planning in business is capital gains and profits. And on the one hand, this is a worthy goal, especially from the point of view of a business owner. But in our country, this position allows the number of investors-speculators to grow above the number of conscientious key shareholders. Moreover, the attitude to the set strategic objectives these two sides are usually fundamentally different. The first type, in the end, wants to sell his block of shares as profitably as possible, so capital gains are important to him. A strategy developed under the influence of such a message can be said to devalue the very fact of setting strategic goals.

Does all of the above mean that planning for the future is no longer developed in Russian business? The answer is no. There are development prospects, but they should be looked for not in copying Western business models and theories of business schools, but in conducting research and development in this industry on the domestic market. Strategy as the top of the management model needs ideological support from business owners, but this is not the end of the matter.

And although domestic business is in the global business system, it has its own distinct specifics. There is a possibility that in the near future it will be increasingly nationalized. In this regard, the development new system setting strategic goals can be created using both state ideology and new methods of development in business. If the state found a way to sponsor the study and development of new concepts, to supplement strategic management with new research, then this would contribute to a greater and better breakthrough of our companies into the international economy.

Strategic planning of an enterprise is a company's reaction to objective circumstances obtained as a result of its own activities and interaction with a constantly changing external environment. It is based on real opportunities firms, including on resources (tangible and intangible).

Characteristics and essence of planning

Strategic planning and integrated management organization allow to develop a model of the future, where the global and local goals of the enterprise are predetermined (at different time intervals) and the concept of long-term development in the current economic conditions. Moreover, it is the direction, and not the observance of the time frame, that occupies the leading role here.

This plan takes into account the capabilities of the company and its chances for the future. This planning is a continuous adaptive process with constant adjustments as a result of the external environment (for example, changes in legislation regarding the field of activity) due to high-quality internal coordination.

Areas of improvement

An integrated planning strategy in an enterprise is an organization of business processes aimed at improving the efficiency of a company in four areas (at a minimum):

• determination of competitive advantages in a free unregulated market;
• internal structural transformations;
• optimization of financial activity;
• operational innovations.

The desired effect of business planning will be obtained only if these areas are fully integrated.

Features of strategic planning

The strategic development plan is the main document of the company, which can become the basis for any process. It is he who sets the control parameters of the activity, which will then be necessarily checked.

Compared to a typical business plan, strategic developments more long-term and global, but the information contained in it is less relevant. Also, due to the analysis of large time periods and the coverage of a large amount of data in the strategic plan, there is a less detailed study of an individual action.

The strategic and tactical types of planning at the enterprise differ in that in the first case, what the company wants to achieve is being developed, and the features of the external environment, of course, are taken into account, but remain in the background. But in the tactical plan, certain functional decisions and ways of distributing the company's available resources are signed. It is based on specific numbers and indicators and solves (in most cases) internal organizational problems, and therefore its implementation is easier to track.

Key features of strategic planning include:

• the relationship of the functional divisions of the company (departments of marketing, personnel, production, etc.);
• distribution and redistribution of resources in conditions of their limitation;
• introduction of innovative developments (if the company's activities provide for it);
• development of alternative solutions to the problem;
• a systematic approach to assess the strengths and weaknesses of the company;
• comprehensive development of operational actions to achieve a future effect.

Development

Depending on the level of development of the enterprise, a certain strategic development plan is developed. No any unified form of this document, since it is individual for each company and is based not only on the set business objectives, but also on the management's idea of ​​the need to organize the external environment.

Introduction of modern electronic systems planning does not require the development of a detailed strategic development scheme (during its design it may become obsolete), it is enough to have a thesis idea of ​​the company's strategy. If it is not possible to characterize the direction of the enterprise in a few sentences, then the possibility of implementing the idea tends to zero. The presence of clearly defined tasks and the formation of stages of their production implementation allows:

1. synchronize the work of all company personnel;
2. exclude the possibility of any disputes;
3. reduce the risk of bottlenecks;
4. monitor the progress of the task in real time.

Planning methodology

All methods for developing a strategic plan consist of the following positions:

• analysis of the investment attractiveness of the market industry, which will form the basis of the strategic planning of the enterprise;
• determination of the company's position in the industry;
• goal setting;
• construction of a scenario strategic map for each level of development;
• study of the conjuncture of supply and demand in the domestic and foreign markets for the sale of products;
• financial assessment of possible alternative development paths;
• forecasting the future of the company;
• carrying out a complex of works to achieve the intended goals.

goal setting

Goal setting requires concretization with the definition of long-term targets. The firm must not only maintain, but also increase its market share. The value of its shares should rise along with the investment attractiveness of the enterprise.

If possible, the company should increase the number of suppliers of raw materials, materials and components so as not to depend on one partner. Also, the enterprise in the long term should determine the strategic development guidelines:

• allocation of separate business units;
• disbandment of departments and transfer of their functions to outsourcing;
• change in the organizational structure of the enterprise;
• increasing the company's social responsibility;
• search for major shareholders, etc.

Shaping the image of the company in the future

The image of the enterprise must be realistic and based on the company's existing capabilities (its potential), industry development trends, existing threats, etc. The organization must comply with the intended strategy.

Two approaches to strategizing

In the current economic situation on the market, there are two approaches to strategic planning of the organization's productive activities:

1. formalized;
2. non-deterministic.

The first campaign is characterized by constant pressure and the implementation of formalized instructions and rules. It is effective in applying for the first steps of the company in the market, when the organization is not stable, does not have its own distribution channels and a formed backbone of employees.

The second method is more flexible and allows you to optimize resource use by rational behavior personnel and management of the enterprise, taking into account the specified parameters. It is especially suitable for crisis periods, when the market situation changes daily.

Rules for drawing up strategic plans

At the very beginning of development, it is necessary to determine and justify:

• goals (the end result of development in a limited time);
• tasks (management decisions aimed at the implementation of a certain strategy).

And then you need to start directly from them. Strategic planning should be determined by the analysis of the external environment, so that in the future the company can gain a foothold in the market. After all, it is these data that make it possible to establish the types of manufactured products, the technologies used, operational methods and possible distribution channels in order to gain a certain advantage over competitors.

The plan should cover not only the large-scale goals of interaction with partners, suppliers and customers, but also form the internal policy of the company.

Planning stages

The organization of complex strategic planning at the enterprise is carried out in several stages. If necessary, each of them can be an independent business process.

Diagnostics

At this stage, a general study of the environment of the enterprise takes place:

• analysis of market needs based on its segmentation;
• definition and description of activities of competitors;
• study of changes in environmental factors;
• assessment of supply and demand levels;
• emphasis strengths enterprises (with the definition of shortcomings, but they remain in the shadows).

Orientation

The stage is characterized by the installation of markers of the direction of the enterprise: mission and goals for different levels with the definition of deadlines.

Strategic Analysis

Here, the desired results are evaluated in the mode of existing data. Evaluate changes that affect the existing strategy. Possible options for threats to destroy the enterprise are determined (including due to targeted actions of competitors). Factors for achieving a positive result are also highlighted. Based on this information, the company's place on the modern market. Then a possible strategy for the development of the organization is formalized and visualized.

Economic calculations

The process of strategic planning of an enterprise is inextricably linked with the financial benefit from the applied business processes. To implement a particular system in the company's activities, it is necessary:

• set the required resources;
• calculate the cost of 1 ruble of products;
• suggest possible alternatives.

The strategy will be put into circulation if its effectiveness and profitability are proven.

Development of a program of action

Based on the chosen strategy, an ordered series of ongoing actions is developed, the implementation of which is necessary for the effective development of the business. As part of this stage, tasks are analyzed with the establishment of their order and the required resource component. Also, a schedule of priorities for the upcoming work is being developed and the necessary tools are being sought for the implementation of the plan.

Budgeting

At this stage, the cost of implementing the strategy is estimated and the available resources are allocated. With their shortage, ways of investing and lending are being developed.

Plan adjustment and monitoring

Once a resource limit has been set, some plans require slight adjustments. It is conducted in real time based on the organization's actual implementation of the milestones.

Strategic planning. ABC of management: management from "A" to "Z" with Roman Dusenko

Conclusion

It is not yet clear whether it is mandatory for every enterprise to carry out multi-stage strategic planning. Some companies manage to avoid piling up additional structures, but this is more typical for representatives of small (sometimes medium) businesses. You can read more about this in scientific work S. N. Gracheva (download