The difference between strategic management and non-strategic (tactical, operational) management. Strategic management of the company What are the characteristics of strategic management?

Strategic management in the post-industrial period of economic development is becoming the only possible management technology that is capable of ensuring the effective functioning of an organization in complex, constantly and unpredictably changing external conditions. The value of the quality of management of the organization begins to play a decisive role. It determines not only the possibility of achieving the set goals, but also its very survival in conditions of tough competition, when everything is thrown towards achieving a competitive advantage.

To achieve it, it is necessary to determine the assortment that is in consumer demand, to release products of improved quality with new functionality that competitors cannot offer, and to reduce the cost of production. This, on the one hand, requires the involvement of the latest achievements of science and technology, innovation, the introduction of effective quality management systems, and on the other hand, makes increased demands on the quality of management. This is due to the fact that in order to conduct an effective economic, financial and marketing policy, effective management is necessary, responsive to continuously occurring changes in the external environment and the balance of forces in the competitive struggle.

Characteristic features of strategic management

With strategic management, the value of the intelligence intensity of the technologies used increases - both in management and in production. The significantly increased share of the sale and purchase of licenses for the use of patents and know-how in the world trade turnover is becoming an integral factor in the struggle for a competitive advantage. The more competitive products that generate more consumer demand wins and conquers the market.

Firms create services whose task is to ensure the design and production of products and services that are ahead of or at least not inferior in terms of the technical level and consumer demand for products and services offered by competitors. Of particular importance is the generation of ideas that can provide a competitive advantage, put on a systemic basis, the effective organization of the entire innovation chain from the generation of an idea to its implementation in production and sales.

Here are the main characteristic features of strategic management necessary for the effective management of an organization in modern conditions.

• 1. To be successful the organization's activities should be purposeful, i.e. the organization must have a strategy, which determines the functioning of the organization's management system.
• 2. The effectiveness of an organization is determined by the degree to which it achieves its strategic goals.
• 3. Strategy is not unshakable, but should change when significant changes occur in the external environment of the organization or during the implementation of strategic plans.
• 4. To gain and retain leadership, the strategy must be unique.

The latter is explained by the fact that, using only standard technologies, standardly defining the desired position of the control object, the products created or the level of services provided, the standard success factors, at best, one can hope to repeat the results already achieved by the leader. To gain and retain leadership, a unique strategy is needed, one that contains what competitors do not have, that allows them to produce more competitive products or provide more preferred services for the consumer.

R. Koch, formulating the rules for developing a successful organization strategy, in the first of them says: "You must be different from competitors and be able to do what they cannot do or cannot do as well." And he goes on to explain: "It requires selectivity, and careful attention not only to the positions you occupy in the market, but also to the skills that contribute to success."

The difference between strategic management and management, according to O.S. Vikhansky, transferring "the focus of senior management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it." That is, with strategic management, the main emphasis in the activities of the top management of the organization shifts from management "inside" the organization to management "outside" the organization.

D. Schendel and K. Haggen defined strategic management as "the process of determining and establishing a connection between the organization and its environment, consisting in the implementation of the selected goals and in attempts to achieve the desired state of relationship with the environment through the allocation of resources, allowing the organization and its departments to act effectively and efficiently." A close definition of strategic management, which also emphasizes management "outside" the organization, we find in J. Higgins:"Strategic management is a management process with the aim of fulfilling an organization's mission by managing the organization's interactions with its environment."

The shift in emphasis in management towards the organization of interaction with the external environment is explained, first of all, by such changes that have occurred in it, as an increase in its influence on the efficiency of a modern organization, an increase in the speed of changes occurring in it, and the globalization of competition.

In the same time J. Pierce and R. Robinson when defining strategic management, they do not distinguish between management "outside" and "inside" the organization, understanding it as "a set of decisions and actions for the formulation and implementation of strategies developed in order to achieve the goal of the organization."

M. X. Mescon, M. Albert and F. Kheduori understand strategy as a detailed, comprehensive, comprehensive plan designed to ensure that the organization's mission and objectives are achieved. A strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.

A. A. Thompson and A. J. Strickland understand the strategy as a management plan for the company, aimed at strengthening its position, customer satisfaction and the achievement of goals. The strategic plan includes procurement, production, finance, marketing, human resources, and research and development. In the absence of a strategy, the manager does not have a well-thought-out plan and a unified program for achieving the desired results. In their opinion, "a successful strategy and its skillful implementation are precisely the signs of perfect management that should be trusted."

The need to manage an organization in difficult conditions in the absence of clearly expressed patterns and trends makes strategic management technologies in demand. Moreover, this applies not only to the area of ​​economic activity, but also to all other areas of activity, the management of which is carried out in complex, continuously changing conditions in the absence of clearly expressed patterns and trends.

Strategic management, as it were, incorporates all the basic management technologies of a manager's professional skill. Speaking about management technologies of strategic management capable of providing a sustainable competitive advantage, gaining and maintaining a leading position in the sales markets, today we must talk not only about high technologies for the production of products or services, but also about high technologies of management. Because only high management technologies are able to ensure the achievement and retention of leadership in a tough competition.

Strategic management contains such key stages as an analysis of the external and internal environment of the organization and the definition, based on the analysis, of its mission and fundamental development goals that form the strategic directions of the organization. Problems of a strategic nature that determine its development require an analysis of strategic situations in which strategic decisions should be made, as well as the development of forecasts for the development of strategic situations, taking into account the decisions that are supposed to be made. Forecasts make it possible to assess the expected results of strategic decisions, the adoption of which is expected, and to choose an alternative solution that is most consistent with the strategic goals of the organization.

After the strategic situation has been analyzed and forecasts for its development have been developed, taking into account the expected impact of the strategic decisions taken, a development strategy for the organization and a program for its implementation are developed. After the organization's strategy has been developed and a program for its implementation has been adopted, a management cycle enters into force, ensuring the implementation of the adopted program (Fig. 1.1).

The implementation cycle includes such stages as actions to implement the strategy, monitoring the progress of its implementation and changes in the external and internal environment, analysis of the results implementation of the strategy, and, if necessary, adjustment of previously adopted strategic decisions (Fig. 1.2).

Rice. 1.1.

Rice. 1.2.

To ensure effective strategic management of an organization, a consistent implementation of its main stages is required. This does not mean that, say, it is always advisable to fully develop a forecast for the development of a strategic situation, but it is necessary to know the expected trends of its development. Without this, it is impossible to correctly assess the expected consequences of the decisions made, which means that it is impossible to make a strategic decision with a sufficient degree of confidence that can have a significant impact on the success of the organization.

Next, we will discuss each of the above stages of strategic management. First, it is necessary to determine what strategy and strategic management are, without which professional management is simply impossible. Here are the definitions of strategy and strategic management, "built-in" into a unified system of definitions of management science.

The possibilities for strategic management are not endless. There are a number of restrictions on the use of strategic management, which indicate that this type of management, like all others, is not universal for all situations and any tasks.

At first, strategic management, by virtue of its essence, does not, and cannot, give an accurate and detailed picture of the future. The description of the desired future of the organization developed in strategic management is not a detailed description of its internal state and position in the external environment, but rather a set of qualitative wishes for what state the organization should be in in the future, what position it should occupy in the market and in business, what organizational culture to have, what business groups to belong to, etc. At the same time, all this in the aggregate should constitute what will determine whether the organization will survive in the future in the competitive struggle or not.

Secondly, strategic management cannot be reduced to a set of routine rules, procedures and schemes. He does not have a theory that prescribes what and how to do when solving certain problems or in certain situations. Strategic management is rather a specific philosophy or ideology of business and management. And each individual manager understands and implements it in his own way. Of course, there are a number of guidelines, rules and logical frameworks for analyzing problems and choosing a strategy, as well as for the implementation of strategic planning and practical implementation of the strategy.

However, in practice, strategic management is:

symbiosis of intuition and the art of top management to lead the organization to strategic goals;

high professionalism and creativity of employees, ensuring the connection of the organization with the environment, the renewal of the organization and its products, as well as the implementation of current plans;

active involvement of all employees in the implementation of the objectives of the organization, in the search for the best ways to achieve its goals.

Thirdly, it takes a huge effort and a large investment of time and resources in order for the organization to begin the process of strategic management. The introduction and implementation of strategic planning is required, which is fundamentally different from the development of long-term plans that are binding in any conditions. It is also necessary to create services that monitor the environment and include the organization in the environment. Marketing, public relations, etc. acquire exceptional value and require significant additional costs.

Fourth, the negative consequences of mistakes in strategic foresight are sharply increasing. In conditions when completely new products are created in a short time, the directions of investments radically change, when new business opportunities suddenly arise and opportunities that have existed for many years disappear before our eyes, the price of retribution for incorrect foresight and, accordingly, for mistakes in strategic choice becomes often fatal for the organization. ... The consequences of an incorrect forecast are especially tragic for organizations that carry out an uncontested way of functioning or implement a strategy that cannot be fundamentally corrected.

Fifth, in the implementation of strategic management, the focus is often on strategic planning. However, this is completely insufficient, since the strategic plan does not ensure its mandatory successful implementation. In fact, the most important component of strategic management is the implementation of the strategic plan. And this presupposes, first of all, the creation of an organizational culture that makes it possible to implement the strategy, the creation of systems of motivation and work organization, the creation of a certain flexibility in the organization, etc. At the same time, in the case of strategic management, the execution process has an active opposite effect on planning, which further enhances the significance of the execution phase. Therefore, an organization, in principle, will not be able to move to strategic management if it has created even a very good strategic planning subsystem, but at the same time there are no prerequisites or opportunities for implementing the strategy.

Strategic management is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals in the long term.

In essence, a strategy is a set of decision-making rules that guide an organization in its activities. There are four different groups of rules:

1. The rules used in assessing the results of the organization's activities in the present and in the future. The qualitative side of the assessment criteria is usually called the benchmark, and the quantitative content is the task.

2. The rules by which the relationship of the organization with its external environment is formed. For example, in relation to a specific firm, these will be the rules that determine what types of products and technologies it will develop, where and to whom to sell its products, and how to achieve superiority over competitors.

3. The rules by which relationships and procedures are established within the organization.

4. The rules by which the organization conducts its daily activities, called basic operating procedures.

The strategies have several distinctive features:

1. The process of developing a strategy does not end with any immediate action. It usually ends with the establishment of general directions, the advancement along which will ensure the growth and strengthening of the organization's position.

2. The formulated strategy should be used to develop strategic projects using the search method. The role of strategy in search is, first, to help focus attention on specific areas and opportunities; second, to discard all other possibilities as incompatible with the strategy.

3. The need for a strategy disappears as soon as the real course of development leads the organization to the desired events.

4. In the course of formulating a strategy, one cannot foresee all the possibilities that will open up when drafting specific measures. Therefore, one has to use highly generalized, incomplete and inaccurate information about various alternatives.

5. As soon as the search process reveals specific alternatives, more accurate information appears. However, it can question the validity of the initial strategic choice. Therefore, the successful use of the strategy is impossible without feedback.

6. Since both strategies and benchmarks are used for project selection, it may seem that they are the same thing. But these are two different things, Landmark represents the goal that an organization seeks to achieve, and strategy is a means to an end. A strategy that is justified on one set of benchmarks will not be so if the organization’s benchmarks change.

7. Finally, the strategy and guidelines are interchangeable both at separate moments and at different levels of the organization. Some performance parameters (for example, market share) will at one point serve as benchmarks for the company, and at another they will become its strategy. Further, as benchmarks and strategies are developed within the organization, a typical hierarchy arises: what at the upper levels of management are elements of strategy, at the lower levels turns into benchmarks.

The basis of strategic management is strategic planning, which in its essence is long-term and long-term.

The strategic plan must be supported by extensive research and evidence. Therefore, first of all, it is necessary to analyze the expected development of both external and internal situations in terms of the impact on the provision of conditions for the stable and sustainable functioning of the organization. Since distant prospects do not lend themselves to accurate prediction, it is recommended to analyze possible alternative scenarios for the development of events: optimistic, pessimistic and the most probable.

One of the most important tasks of predicting the development of events in the distant future is to identify the prerequisites for the emergence of various kinds of crisis situations. Another equally important task is to prevent collisions, when decisions for the near term, dictated by considerations of momentary expediency, may conflict with global strategic goals. A typical example of this kind of situations is the use of certain territories for capital construction, when, when implementing promising projects, it is necessary to demolish recently built structures. Therefore, long-term developments should act as a justification for the reservation of territorial and other resources, the need for which may arise during the implementation of promising projects.

Based on the forecast of the development of the environment, the organization should make conceptual decisions to determine the goals that the organization should achieve in the future. At the same time, it is important to comply with the requirement that the tasks are realistic. As for the timing of achieving the set goals, they, as a rule, should be determined in a certain range, depending on which scenario real events will develop. Therefore, strategic plans must be designed to not only remain consistent over long periods of time, but also be flexible enough to be modified and reoriented as needed.

The first and most important decision in strategic planning will be the choice of organizational goals.

The main overall goal of an organization - a clearly defined reason for its existence - is designated as its mission.

The mission details the status of the organization and provides direction and direction for setting goals and strategies at various organizational levels. The mission statement of the organization (using the example of a firm) should contain the following:

1. The objective of the firm in terms of its core services or products, its core markets and core technologies.

2. The external environment in relation to the firm, which determines the working principles of the firm.

3. The culture of the organization. What type of working climate exists within the firm? What type of people are attracted to this climate?

To select the appropriate mission, management must answer two questions: "Who are our customers?" and "What needs of our customers can we meet?" A client in this context will be anyone who uses the results of an organization's activities.

Corporate goals are formulated and established based on the overall mission of the organization and the specific values ​​and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

1. First, the goals must be specific and measurable. By expressing their goals in concrete, measurable forms, management creates a clear basis for subsequent decisions and assessments of progress.

2. A specific planning horizon is another characteristic of effective goals. Goals are usually set for long or short periods of time. The long-term goal has a planning horizon of approximately five years for a particular firm. For systems of a higher level, it can be calculated in several five years. The short-term goal in most cases represents one of the organization's plans that should be completed within a year. Medium-term goals have a planning horizon of one to five years.

3. The goal must be achievable.

4. To be effective, the organization's multiple goals must be mutually supportive — that is, the actions and decisions needed to achieve one goal must not interfere with the achievement of other goals.

Strategic plans are not meant to be executed directly. To do this, on their basis, tactical and operational plans are developed, which should contain detailed details of both directive and calculated indicators, including an analysis of the security of their implementation with all types of necessary resources. Therefore, the structure of indicators for long-term plans should be limited to enlarged aggregated indicators. Moreover, their numerical expression can be represented not by a specific number, but by a range of numerical values.

Evaluation of the strategy is carried out by comparing the results of work with the goals. The evaluation process is used as a feedback mechanism to adjust the strategy. To be effective, assessment must be carried out systematically and continuously. A properly designed process should cover all levels - from top to bottom. When evaluating the strategic planning process, five questions should be answered:

1. Is the strategy intrinsically compatible with the organization's capabilities?

2. Does the strategy involve an acceptable degree of risk?

3. Does the organization have sufficient resources to implement the strategy?

4. Does the strategy take into account external threats and opportunities?

5. Is strategy the best way to use the organization's resources?

Some features of strategic management are highlighted.

1. The goal of the modern organization has become adapting to change ... Due to the need to take into account the dynamics of the external environment, there are two directions for the development of strategic management:

Regular strategic management, which is a logical development of strategic planning and consists of two complementary subsystems: the subsystem for analysis and planning of the strategy and the subsystem for the implementation of the strategy;

Real-time strategic management – solving unexpectedly arising strategic tasks. It develops in industries where changes in the external environment occur with high frequency and unpredictable.

The organization is forced to simultaneously deal with the clarification of the strategy and the solution of the arisen strategic tasks.

2. The purpose of strategic management is development , those. change not only quantitative, but also qualitative characteristics. For example, strategic decisions include decisions on the reconstruction of an enterprise, the introduction of new products and technologies, and entry into new sales markets.

3. The product of strategic management is potential organization , which consists of resources and sources of their replenishment, connections, position and organizational system as a whole. Potential also characterizes the most efficient use of resources to achieve the goal. On the other hand, potential is a source of the organization's competitive advantage, and therefore needs constant development and improvement.

4. As additional features of strategic management, there are:

Flexible response to impulses from the external environment;

Implementation of timely changes in the organization;

Relying on human potential;

Consumer orientation;

Long-term prospects through competitive advantages;

Consideration of an array of data, rather than its individual components;

Ensuring the competitiveness of the company in the future.

The subject of strategic management is:

1) problems associated with the goals of the company, which are aimed at improving the efficiency of the organization by ensuring the relationship of goals, resources and results;

2) problems associated with the elements of the organization, if these elements are necessary to achieve the goals, but at the moment are absent or available in insufficient volume;

3) problems associated with external factors.

Thus, strategic management Is a modern tool for managing the development of an organization aimed at increasing potential by achieving competitiveness in the face of increasing changes in the external environment and the associated uncertainty.

Strategic management (management) - the function of management (management), extends to the long-term goals and actions of the company. The formulation of a strategy (course of action) and its clear instruments are the core of management and an important sign of good company management.

Strategic management - the development and implementation of actions leading to a long-term excess of the level of performance of the firm over the level of competitors.

Analysis of the external environment of the company

Analysis of her internal situation

Formation of the mission and goals of the company

Selection and development of a strategy at the level of a strategic economic zone (SZH), a firm

Portfolio analysis of a diversified firm

Organizational structure design

Selection of the degree of integration and control systems

Management of the "strategy - structure - control" complex

Determination of the standards of behavior and policy of the company in certain areas of its activities

Providing feedback on the results and strategy of the company

Improving strategy, structure, management

The main stages of strategic management:

Determination of the scope of business and development of the purpose of the company

Transformation of the purpose of the company into private long-term and short-term goals of activity

Determination of a strategy for achieving business goals

Strategy development and implementation

Evaluation of activities, monitoring the situation and the introduction of corrective actions

The term "strategic management" was introduced into use at the turn of the 60s and 70s. XX century in order to reflect the difference between management carried out at the highest level and current management at the production level. In 1965 I. Ansoff questioned the previous methods of long-term planning and proposed a strategic planning model. Although numerous authors have contributed to the creation of strategic management as a new discipline, the pioneers include Alfred D. Chandler, Jr., Philip Selcnik, Igor Ansoff, and Peter Drucker. There are ten fundamentally different systems of knowledge about strategic management, called the "School of Strategic Management":

School of Design - Strategy Formation as a Reflection Process

School of Planning - Strategy Formation as a Formal Process

Positioning school - strategy formation as an analytical process

School of Entrepreneurship - Strategy Formation as a Foresight Process

Cognitive school - strategy formation as a mental process

School of Learning - Strategy Formation as a Developing Process

School of Power - Strategy Formation as a Negotiating Process

School of Culture - Strategy Formation as a Collective Process

School of the external environment - strategy formation as a reactive process

School of Configuration - Strategy Formation as a Process of Transformation

Some features of strategic management are highlighted.

1. The goal of a modern organization is to adapt to change. Due to the need to take into account the dynamics of the external environment, there are two directions for the development of strategic management:

regular strategic management, which is a logical development of strategic planning and consists of two complementary subsystems: a subsystem for strategy analysis and planning and a subsystem for strategy implementation;

strategic management in real time - solving unexpected strategic problems. It develops in industries where changes in the external environment occur with high frequency and unpredictable.

The organization is forced to simultaneously deal with the refinement of the strategy and the solution of the strategic tasks that have arisen.

• 2. The purpose of strategic management is development, i.e. change not only quantitative, but also qualitative characteristics. For example, strategic decisions include decisions on the reconstruction of an enterprise, the introduction of new products and technologies, and entry into new sales markets.
• 3. The product of strategic management is the organization's potential, which consists of resources and sources of their replenishment, connections, position and the organizational system as a whole. Potential also characterizes the most efficient use of resources to achieve the goal. On the other hand, potential is a source of the organization's competitive advantage, and therefore needs constant development and improvement.
• 4. As additional features of strategic management, there are:
  • - flexible response to impulses from the external environment;
  • - implementation of timely changes in the organization;
  • - reliance on human potential;
  • - customer orientation;
  • - long-term prospects due to competitive advantages;
  • - consideration of an array of data, and not of its individual components;
  • - ensuring the company's competitiveness in the future.

The subject of strategic management is:

• 1) problems associated with the goals of the company, which are aimed at improving the efficiency of the organization by ensuring the relationship of goals, resources and results;
• 2) problems associated with the elements of the organization, if these elements are necessary to achieve the goals, but at the moment are absent or available in insufficient volume;
• 3) problems associated with external factors.

Thus, strategic management is a modern tool for managing the development of an organization aimed at increasing potential by achieving competitiveness in the face of increasing changes in the external environment and the associated uncertainty.