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The main components and stages of the implementation of the strategy. The main conditions for the successful implementation of the strategy

The experience of strategic management, accumulated by many domestic and foreign corporations, indicates that the success of any strategy ultimately depends on the organization of work to implement the entire system of plans.

There is even an opinion that with a very good organization in the implementation of an average strategy, one can achieve greater success than those that are given by a bad organization of a strategy that is brilliant in ideas.

The developments of the well-known consulting firm McKinsey have shown that successful implementation new strategy it is hampered by the fact that it relies on old structures, values, systems, skills, personnel and management style that do not correspond to new tasks and methods of solving them. Based on her research, a model was developed, called Seven S by initial letters words for conditions successful implementation strategies. In Figure 5.7, we have retained the spelling of these conditions in English language, below is an explanation of the conditions in Russian. Her main idea lies not only in the fact that the implementation of the strategy is carried out through changes in these areas, but also in the fact that in each specific case it is necessary to search for them the best combination ensuring the effectiveness of the actions taken.

Rice. 5.7. Model for successful strategy implementation

Strategy - a strategic plan or course of action that predetermines the long-term allocation of resources to achieve goals.

Structure - the structure or ways of connecting people, tasks and individual activities, as well as the relationship between them.

Shared Values - values shared by people and concepts of organization development.

Systems - formal procedures or systems of control, measurement of performance parameters, planning and budgeting.

Skills - organizational competencies, including the abilities of individual employees, managers and other specialists of the organization.

Style - the leadership style of management and the overall operating style of the organization.

Staff - organization of recruitment, selection, development, socialization and promotion of the organization's staff.

Implementation tools for strategic plans

The implementation of the strategy is a day-to-day labor-intensive work focused on the implementation of specific actions to carry out organizational changes, often affecting the interests of all employees of the organization. It is at this stage that managers of all levels of management should act as a single team in which knowledge and understanding of strategic management processes is equally important for managers of all levels.

Plans for the strategic development of the organization as a whole, its structural divisions(business units) and functional subsystems implemented through a system of programs, tactical and operational plans. Programs specify the activities included in the strategic plan, tactical plans detail tasks for shorter periods and mainly at the middle level of management, operational plans link the daily activities of the organization with the goals and priorities of the strategy, primarily at the first level of management.

Organizations' strategic development programs are based on the principles of activity, which are part of the philosophy of their development.

Let us give an example from domestic practice. The Fazotron-NIIR corporation laid the basis for the action program for the implementation of the strategy with a number of fundamental principles reflecting the vision and system of its values: independence, mandatory implementation of government orders, profitability, continuity, consistency, search for new solutions in the economy and organization of enterprise management. In accordance with them, programs were developed:

conducting privatization (corporation) of the enterprise by its team;

creation of a corporation (the corporation includes 24 subsidiaries and branches);

development of the latest high-quality competitive products;

transformation of the main product into independent product, entering the foreign market with it and conquering its niche;

preservation of scientific potential, scientific school and traditions of the enterprise;

ensuring work at all stages life cycle goods;

formation and support of the corporate image;

improvement of the management structure;

quality assurance systems based on ISO-9001 (Kanaschenkov A., Osokin A.

The strategy of the enterprise that creates high-tech products in the new conditions // Aerospace Courier, 2000, No. 6, p. 22-23).

In foreign practice, the transition from strategy to programs is carried out through the development of a company's policy as a system of measures for its implementation in such areas as:

marketing position;

productivity and added value;

profitability and the ratio between costs and income;

Social responsibility;

income, working conditions, prestige, status and powers of the managerial and production personnel of the organization.

Let's take an example. The objectives of Lincoln Electric's customer-oriented strategy are formulated in terms of quality, price, supply, service, delivery. The company's policy in achieving each of these goals consists of a whole system of measures.

For example, the “quality” goal is achieved through: quality control of products, adherence to standards, payment only for quality work, use of experienced workers with low labor turnover, consistency between design and manufacturing methods.

The “price” target is based on the following measures (which partially overlap measures to achieve High Quality): adhering to consumer product standards, integrating production processes, ensuring consistency between design and production methods, using an experienced and flexible workforce, division of labor, bonus pay, process improvement, cost control, price reduction while achieving cost savings, etc. .

The goals of the strategy, focused on the personnel of the organization, include high pay, work safety, control and respect for the dignity of everyone.

The high pay policy is based on the following measures: consumer product standards, process integration, experienced workforce, work sharing, bonus pay, process improvement, cost and overhead control, high standard of equipment used.

Target setting for provision safe work associated with policies based on: using quality equipment, improving processes, controlling costs and overheads, reducing prices while achieving cost savings, having stocks to ensure process continuity, avoiding peak loads, etc.

The dignity of employees in the organization is ensured by the policy of promoting people in the organization, giving employees shares in the company, the absence of special privileges, help from managers in changing the status of workers (based on Aguilar F. J., Managing Corporate Ethics, p. 48, 54).

The main directions and methods used in the programs and plans are interconnected. So, if a decision is made to change the organizational form, then this inevitably leads to changes in the structure, processes and methods of management. Innovations in technology necessarily lead to new organization labor and production, necessitate appropriate human resource management measures, etc.

The strategy implementation process is a unity of two components: strategic changes(in all internal variables of the organization), which are the essence of practical implementation strategies and their management.

There are many points of view on the issue of describing the implementation process strategies . There are authors who do not consider in detail the implementation of the strategy, believing that this is part of the usual systematically carried out activities. managers .

According to A. L. Gaponenko and A. P. Pankrukhina 1 , management of the implementation of the strategy  specific management activities  different from the usual management activities as management of functioning and differs from management of development.

Indeed, management of any object can be represented as management of functioning and management of development, and, in our opinion, management of changes. Development is one of the types of managed changes, probably the most preferable. However, there are reduction strategies that can hardly be called development, but it is still a change.

To highlight the features of development management, it is necessary to clarify what development is as a type of change and what is the functioning of the management object.

Development- this is a change characterized by forward movement, the formation of new features, new structural characteristics of the object. Development means its improvement, improvement, progress, as well as growth and expansion, in contrast to changes that can be in the nature of reduction, regression. In relation to the organization, development means sustainable changes in the direction of activity, functions performed, the structure of the organization, the level of efficiency and quality of the organization's activities, i.e. strategic changes.

Functioning this is the usual work, the life of the organization, the performance of functions that are mandatory for the continuation of existence. To function means to act, to perform duties. Functioning is the performance of standard operations under relatively constant conditions.

Functioning and development are two sides of the same process.

Development commercial organization , for example, is expressed in the fact that the enterprise:

 masters the production of new products;

 uses new technology and methods production , in particular modern information systems;

 applies modern methods management ;

 learning new sales markets ;

 patents major inventions and know-how for the purpose of further licensing;

 develops own branches ;

 enters into strategic alliances with other similar firms in order to obtain a monopoly position and use price differentiation.

Strategic change is not an end in itself. In real business practice, there are enough examples of relatively long and successful functioning of various businesses in accordance with the same strategy, i.e. without any significant changes.

Such business situations are characterized by two main points: 1) business stability means right choice strategies ; 2) such situations, of course, are an object strategic management , but they are not the subject of strategic development, due to relevant changes external environment organizations . But in modern market conditions, it is precisely the adequate reaction of a commercial organization to the ever-increasing factor of uncertainty in the external environment (its changes) that is precisely one of the most urgent and acute problems of simple functioning, and even more so the development of any business.

The relevance of changes as one of the key objects and subjects of strategic management is due to objective current trends, which characterize the immediate strategic prospects for the development of any Russian, and practically any other market . Therefore, strategic change is the main constructive content of any strategy. It is strategic changes that are the main carriers of the new quality in the course of the development of the organization, and it is strategic changes that are the key object of management in the process of implementing both each specialized strategy and the general strategy as a whole.

Any change means the transfer of the change object from one state to another. Strategic change moves its object, the commercial organization, from one strategic state into another. And at the same time, the actual strategic development of the organization consists in changing the quality of its activities as a result of a chain of such successive transitions.

The effective strategic development of an organization is characterized by the fact that in the constant process of transition from one state to another there is a steady growth of its positive strategic quality.

The following main stages of the strategy implementation process are distinguished as a set of strategic changes:

1) launching the strategy;

2) major strategic changes;

3) completion of the strategy.

If we consider the process of managing the implementation of the strategy from operational positions, then its elements should be as follows:

1) development of a strategic program;

2) strategic control.

The process of strategic management, according to some authors, includes three stages: strategic planning , strategy implementation , strategic control (Fig. 8.1).

Rice. 8.1. Elements strategic management

In this scheme, the logic of the operations performed is quite simple and understandable: change planning (strategy development), change implementation (strategy), change control. If we attribute management actions to turn the planned strategy into reality into the process of implementing the strategy, then, probably, strategic control, in any case, such types of it as preliminary and current, should become part of the implementation of the strategy. Based on this, the following management tasks should be attributed to the implementation of the strategy:

1) building an organization capable of implementing the strategy, including improvement organizational structure, (Chandler A. Strategy defines structure 2);

2) development budget , which ensures the implementation of the strategy, which provides for the allocation of each organizational unit with a budget that ensures the implementation of its part strategic plan and control over effective use resources ;

3) changes in information system organizations, including the creation of systems for collecting and analyzing strategic information;

4) formation of a new organizational culture and style of strategic leadership, consistent with the adopted strategy by establishing the overall goals and values of the organization, defining ethical standards, creating an atmosphere of support for the strategy, supporting organizational innovation and new opportunities

5) improve the management system staff , including the selection of people for key positions, the creation of a team, the introduction of new motivational mechanisms in the interests of implementing the strategy, the development of a system of material and moral incentives, the development of management for vision ;

6) creation of a system of continuous improvement (regulation) of activities based on the information received to achieve strategic goals (benchmarking).

At the same time, in our understanding, the implementation of the strategy includes two important moments:

1) carrying out strategic changes in the organization, i.e. identifying the impact of the implementation of the strategy on the enterprise and its systems and bringing them into line;

2) performance of the main management functions: planning, organizing the provision of resources, strategic control, evaluation and analysis of the implementation of the strategy (Fig. 8.2).

Rice. 8.2. Strategy Implementation Process

Main questions:

Components of the strategy implementation process

Management functions and strategy implementation factors

Necessary conditions for the implementation of the strategy

Strategy Implementation Planning

Motivating staff to implement the strategy

1. Components of the strategy implementation process

The strategy implementation process is a unity of two components:

strategic changes in all internal variables of the organization (this is the essence of the practical implementation of the strategy);

managing these changes.

Management of any object can be represented as operation management and development management.

Operation management means managing the current state of the system. This is the usual work, the life of the organization, the performance of functions that are mandatory for the continuation of existence, this is the performance of standard operations in relatively unchanged conditions.

Development management means managing the potential quality of the system. This is a change characterized by forward movement, the formation of new features, new structural characteristics of the object. Development means its improvement, improvement, progress, as well as growth and expansion, in contrast to changes that can be in the nature of reduction, regression. In relation to the organization, development means sustainable changes in the direction of activity, functions performed, the structure of the organization, the level of efficiency and quality of the organization's activities, i.e. strategic changes.

Functioning and development are two sides of the same process. The development of a commercial organization, for example, is expressed in the fact that the enterprise:

mastering the release of new products;

uses new technologies and production methods, in particular modern information systems;

applies modern management methods;

explores new markets;

patents the main inventions and know-how for the purpose of further licensing;

forms its own branches;

enters into strategic alliances with other similar firms in order to obtain a monopoly position and use price differentiation.

Strategic change is not an end in itself. In real business practice, there are enough examples of relatively long and successful functioning of various businesses in accordance with the same strategy, i.e. without any significant changes. Such business situations are characterized by two main points:

1) business stability means the right choice of strategy;

2) such situations, of course, are an object of strategic management, but at the same time they are not the subject of strategic development, due to the corresponding changes in the external environment of the organization.

The relevance of changes as one of the key objects and subjects of strategic management is due to objective modern trends that characterize the immediate strategic development prospects of any Russian market, as well as almost any other market. Therefore, strategic change is the main constructive content of any strategy. It is strategic changes that are the main carriers of a new quality in the course of the development of an organization, and it is strategic changes that are the key object of management in the process of implementing both each specialized strategy and the general strategy as a whole.

Any change means the transfer of the change object from one state to another. Strategic changes transfer their object, a commercial organization, from one strategic state to another. And at the same time, the actual strategic development of the organization consists in changing the quality of its activities as a result of a chain of such successive transitions.

The following main stages of the strategy implementation process are distinguished as a set of strategic changes:

1) launching the strategy;

2) major strategic changes;

3) completion of the strategy.

If we consider the process of managing the implementation of the strategy from operational positions, then we can distinguish the following elements:

1) development of a strategic program;

2) strategic control.

The process of strategic management, according to some authors, includes three stages: strategic planning, strategy implementation, strategic control (Fig. 1).

Rice. 1. Components of strategic management

building an organization capable of implementing the strategy, including improving the organizational structure;

development of a budget that ensures the implementation of the strategy, which provides for the allocation of each organizational unit with a budget that ensures the implementation of its part of the strategic plan and control over the effective use of resources;

changes in information organization system, including the creation of systems for collecting and analyzing strategic information;

formation of a new organizational culture and style of strategic leadership, corresponding to the adopted strategy by establishing the overall goals and values of the organization, defining ethical standards, creating an atmosphere of support for the strategy, support for organizational innovation and new opportunities; improving the personnel management system, including recruiting people for key positions, creating a team, introducing new motivational mechanisms in the interests of implementing the strategy, developing a system of material and moral incentives, developing management by vision;

creation of a system of continuous improvement (regulation) of activities based on the information received to achieve strategic goals (benchmarking).

At the same time, the implementation of the strategy includes two important points:

1) carrying out strategic changes in the organization, i.e. identification of the impact of the implementation of the strategy on the enterprise and its systems and bringing them into line;

2) performance of the main management functions: planning, organizing the provision of resources, strategic control, evaluation and analysis of the implementation of the strategy (Fig. 2).

Rice. 2. Strategy implementation process

The implementation of an organization's strategy is a complex process, different from the implementation of a long-term plan and from the implementation of ordinary practical decisions.

The first significant difference the process of implementing the strategy from the process of implementing the long-term plan lies in the mandatory presence of a creative approach and effective feedback.

The second significant difference is that at the stage of strategy implementation there is an active, creative, practical creation of all significant conditions for the implementation of both this implemented strategy and all future strategies of the organization.

The third significant difference the process of implementing the strategy from the process of implementing the long-term plan is as follows. The traditional implementation of the plan is only, to one degree or another, accurate, conscientious, but in any case, simply the implementation of decisions already made, set within fairly clear and strict boundaries. (Here's a plan for you - get down to execution and think only about how to execute it exactly, and the content of the plan itself is not your concern). With strategy, things are quite different. The modern process of implementing a strategy from the very first stage of its implementation is not just the beginning of the implementation of an already adopted strategy, but also the start of the process of creating the next one, i.e. future strategy of the organization.

From the first moments of the practical implementation of the officially adopted strategy, information about the results begins to flow through the feedback of the strategic management system, and the mechanism for understanding these results is immediately launched, i.e. the process of strategic reflection begins to operate, as well as the entire system strategic analysis generally.

Thus, the beginning of the process of implementing a corporate strategy, which marks the completion of one cycle of strategic development, is also the beginning of another cycle of such development.

Implementation of the strategy

Formation of a portfolio of strategies

After management considers the strategic options available, it then turns to the specific strategy that will maximize the organization's long-term performance. The choice is influenced the following factors:

- Risk

- Knowledge of past strategies

- Influence from the owners of the organization

- Time factor(not only the right strategy is important, but also the right moment for its implementation).

The CM identifies four levels of strategy in an organization.

Picture. Levels of strategy in an organization

First level - corporate- is present in companies operating in several business areas, that is, in concerns and conglomerates. Here decisions are made on purchases, sales, liquidations, re-profiling of certain business areas, strategic correspondences between separate areas business, plans for diversification are being developed, and global management of financial resources is being carried out.

The second level - business areas- the level of the first leaders of non-diversified organizations; part of diversified organizations, or completely independent, responsible for the development and implementation of business strategy. At this level, a strategy is developed and implemented based on the corporate strategic plan, the main purpose of which is to increase the competitiveness of the organization and its competitive potential.

Third - functional- the level of heads of functional areas: finance, marketing, R&D, production, personnel management, etc.

Fourth - linear- the level of heads of departments of the organization or its geographically remote parts, for example, representative offices, branches.

! An undiversified organization has, respectively, three levels of strategy.

The main principle of coordination of strategic management at all levels is principle of hierarchical subordination.

Strategy implementation planning includes such components as:

Development tactics – short term plans consistent with the overall long-term strategy. Often developed at the level of middle management.

Working out politicians- a general guide for action and decision making, ĸᴏᴛᴏᴩᴏᴇ facilitates the achievement of goals. Politics is a certain code of laws. For example, the policy of providing equal employment opportunities for women and national minorities - they will not be excluded by the lower ranks from candidates for positions for reasons of gender or nationality. Politics leaves freedom of action.

Procedures- describe the sequence of actions to be taken in specific situation. Little freedom of action and a small number of alternatives.

rules define exactly what should be done in a particular situation. There is no freedom of choice.

Today, there are a number of methods for coordinating the planning and control process for the implementation of the strategy. Two of them:

A) Use of budgets. Budget- a method of distributing resources, characterized in a quantitative form, to achieve goals, also presented quantitatively. Any units are used, but it is most convenient to use monetary units.

B) Goal Management(management by objectives - MBO). Used to manage and control personnel activities where budgets are not applicable. Every leader in the organization, from the highest to the lowest level, must have clear goals that support the goals of managers at more than high level. Goals are developed from top to bottom. Each leader establishes specific production goals and means to achieve them together with his immediate supervisor. Feedback is provided.

The cycle of the UOC begins with an analysis of what has been done on this moment, defining the desired characteristics of the expected result͵ detailing the upcoming actions. All the necessary materials for this are contained in the plan and other official documents of the organization.

The next step is the creation of the so-called Declaration - a document containing a system of individual and collective goals for employees of an organization or unit. When creating the Declaration, the leader brings to the attention of subordinates the main positions contained in the plan, on the basis of which he helps to compile a list of individual or group goals, to organize, if it is extremely important, their comprehensive discussion and agreement. own personal goals he determines jointly with his immediate superiors.

In order for the goals to really increase the labor activity of the personnel, they must correspond to the main directions of the organization's work, the interests of the personnel, be quite difficult and exciting, arouse excitement in people and the desire to prove themselves.

The declaration allows you to identify specific persons responsible for a particular case; the responsibilities of each of them in the process of implementing the goals set; strengthen the link between official and personal goals; create necessary basis for personalized moral and material encouragement in accordance with the contribution to the common cause that everyone was going to make.

Such a procedure is implemented at all levels of the organization, starting from the highest in the process of bilateral and multilateral consultations. In the course of them, priority personal goals are formed, which are of particular importance for achieving common goals, job descriptions, individual evaluation criteria.

When determining personal goals, which are usually set for a year, they proceed from official duties and real opportunities performers, taking into account the optimization of the final results. Subjective values, financial situation, age, health, marital status worker.

It is necessary to clearly formulate goals, otherwise they cannot be achieved, and choose a real path to success, avoid failures due to overestimation of strength. The vagueness of the formulation of the goal leads to the choice of erroneous means, the inability to properly distribute responsibilities and evaluate activities. Such a system of individual target indicators, unlike planned ones, is both stable and mobile.

Then a specific action plan is drawn up to achieve each goal (terms, intermediate and final results, resources) and the responsibilities of the manager are determined.

It must be borne in mind that the formulation of the objectives of the Declaration is fraught with a number of difficulties. To compile it, you need a large preparatory work and consequently a considerable investment of time and money. It requires that all goals be expressed in quantitative terms, because their achievement is the basis of stimulation. In practice, however, this is not always achieved. The declaration is not suitable for workers. It is often subjective, because they try to include, first of all, “beautiful”, global, prestigious, and not practical goals; current goals instead of search oriented additional features; goals that are related to solving superficial problems and ignoring implicit ones that may be of paramount importance to the organization.

Summing up the results of the activities of employees within the framework of the UOC serves as the basis for a new planning cycle. It includes the definition of criteria and target indicators, according to which the employee's activities will be assessed in the next period, and the development of measures aimed at their achievement ( individual plans work, employee development plans).

Experts note the following advantages of management by objectives:

The UOC links work with personnel to strategic planning and makes it possible to quickly respond to changes external conditions, allows employees to know exactly what is needed from them, improves communication between managers and subordinates;

The performance of people with specific goals, above the performance of those for whom goals are not set. This is not least facilitated by providing people with independence and comprehensive information about the tasks of the organization and their own role in their solution;

The manager in the UOC system acts in relation to his subordinates mainly as a controller, regularly meets with them for an intermediate assessment (if the goal is ready, then quarterly), which is carried out by comparing the results achieved with the provisions of the Declaration and the Goals of the organization.

Control can also be carried out, for example, using a schedule, which reflects the plan and the actual execution of work.

Implementation of the strategy - the concept and types. Classification and features of the category "Implementation of the strategy" 2017, 2018.

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The main components and stages of the implementation of the strategy. The main conditions for the successful implementation of the strategy

1. Components of the strategy implementation process

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The main components and stages of the implementation of the strategy. The main conditions for the successful implementation of the strategy

1. Components of the strategy implementation process

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