One of the most crucial aspects of leadership is strategic decisions. They determine the direction of development of the enterprise for a long time. How are decisions made, and what are the "pitfalls" encountered along the way?

Characteristics of strategic decisions

Strategic decisions are management decisions, which are characterized by key features:

• Focus on and lay the foundation for operational decision making and tactical activities.
• Associated with uncertainty associated with the unpredictability of changes in the external and internal environment.
• They require the involvement of a large amount of resources (financial, intellectual and labor).
• Reflect the top management's vision of the future of the enterprise.
• Help the organization interact with external environment.
• Contribute to the alignment of the activities of the organization with the available resources.
• They give an idea of ​​the planned changes in the work of the enterprise.
• Characterized by a high degree of uncertainty and content a large number assumptions.
• They require an integrated comprehensive approach to organizing the management of the organization.
• They influence the formation of the resource base and the organization of operational activities.

Types of strategic decisions

There are such types of strategic decisions of the enterprise:

• Financial - determination of methods for attracting, accumulating and spending material resources.
• Technological - determining the method of producing products or providing services.
• Commodity market - determining the strategy of behavior in the market, production volumes and sales of products (rendering services).
• Social - determination of the quantitative and qualitative composition of personnel, features of interaction and financial reward.
• Management - methods and means of enterprise management.
• Corporate - the formation of a system of values, as well as ways to move towards a global
• Restructuring - bringing the production and resource base in line with the changing strategy and market situation.

Key Decision Goals

The following main goals of strategic decisions can be distinguished:

• Achieving maximum profitability of work with an unchanged set of activities. In this case, the indicators are sales volumes, profit margins, growth rates of these indicators, revenues from securities, market coverage, the amount of payments to employees, improving the quality of products or services provided.
• Ensuring the sustainability of global policies on R&D spending, new product and service development, competitiveness, investment, human resources, social responsibility.
• Search for new directions of development, new types of products and services. This involves the development of a new policy regarding structural changes in the organization.

Principles

The adoption of strategic decisions at the enterprise is carried out in accordance with the following principles:

• Science and creativity. In the decision-making process, the manager must be guided by the results of scientific research and modern achievements in the industry. However, there must be room for improvisation and creativity, which determine the individual approach to the solution. problematic issue.
• Purposefulness. The strategic decision should be aimed at achieving the global goal of the enterprise.
• Flexibility. It should be possible to make adjustments related to changes in the internal and external environment.
• Unity of plans and programs. Decisions made at different levels of management must be consistent and have a single direction.
• Creation of conditions for implementation. Decision-making must be accompanied by the creation of conditions conducive to the implementation of plans.

Requirements for strategic decisions

Strategic decisions of the company must meet the following requirements:

• Validity. Decisions should be made on the basis of well-studied reliable data both about the enterprise itself and about the external environment. This reduces the risk of erroneous beliefs.
• Authority. A strategic decision can only be made by the person who has the right to do so. Moreover, the manager should oversee the implementation of the plan in the future and be responsible for this issue.
• Directivity. The decision made is binding.
• Absence of contradictions. Strategic and tactical decisions, as well as previously defined goals of the enterprise, must be fully coordinated, because they will not work in isolation from each other.
• Timeliness. From the moment the situation changes to the decision, the shortest period of time should elapse. Otherwise, due to new events, the idea may turn out to be irrelevant and unnecessary.
• Clarity and conciseness. The wording should be such that ambiguity is completely excluded.
• Optimality. The strategy should fully solve the existing problem and contribute to the achievement of goals. At the same time, its implementation should be accompanied by minimal time and material costs.
• Complexity. The decision should be made taking into account all factors and conditions specific to the internal and external environment.

Decision-making process of various plans

Making strategic decisions involves going through the following main stages:

• Studying the problem. The manager must collect information about the state of the organization and the situation in the external environment. You should also identify problems and recognize the causes of their occurrence.
• Goal setting. The manager must have a clear idea of ​​what position the organization should reach in a certain period. Criteria should also be defined by which the success of the strategy will be judged.
• Formulation of ideas. It is necessary to formulate several options for the strategy, which will subsequently need to be compared and the most competitive one chosen.
• Making a strategic management decision. Produced on the basis of a comparison of previously formulated ideas.
• Detailed planning and implementation of the planned program.
• Evaluation of results. After some time has elapsed since the adoption of the strategy, the compliance of the current indicators with the planned ones is analyzed.

Difficulties in making strategic decisions

Entrepreneurial activity associated with big amount difficulties, obstacles and risks. This is especially true when it comes to long term. In particular, the adoption of strategic management decisions is accompanied by such difficulties:

• A dynamically changing external environment can nullify corporate plans. Especially if they are not formulated in in general terms, but detailed.
• It is practically impossible to obtain information about the external environment in the quantity and quality that is needed for a complete comprehensive analysis.
• When making decisions, managers tend to simplify the problem, which can cause some difficulties in translating ideas into reality.
• The habit of using formalized procedures significantly narrows the range of possibilities.
• Operational employees do not take part in the formation of strategic decisions by the highest level. Thus, employees are not always satisfied with the course of the enterprise, which may affect the quality of work.
• When making a decision, managers pay little attention to the methods of its implementation.

Solution of strategic tasks

A strategic objective is a future situation within or outside of an organization that may have an impact on the achievement of objectives. It may represent some external threat or a weakness of the enterprise itself. Solution strategic objectives represents a beneficial use of the opportunity to stabilize the situation.

The concept was formulated as strategic planning developed. Initially, it was meant that the strategy would be reviewed and adjusted annually. But experience has shown that this is accompanied by large time and material costs, and therefore impractical. In addition, this leads to a lack of decisiveness on the part of senior management and an insufficiently responsible approach to planning issues. Thus, the revision of strategies began to be carried out every few years in order to identify strategic objectives. And over time, this issue was separated from planning.

Analysis Methods

Decisions can be made through the following methods:

• Comparison - value comparison key indicators in order to identify deviations from the planned parameters.
• Factor analysis - establishing the degree of influence of various factors on the resulting trait. The ranking of factors allows you to draw up a plan of measures to improve the situation.
• - calculation of index indicators in order to study the state of phenomena or their elements in dynamics. Applicable to the study of complex processes that are not always measurable.
• The balance method is a comparison of performance indicators in order to study their dynamics, as well as to identify mutual influence. The connection between objects is manifested in the equality of indicators.
• Chain substitution method - obtaining corrected values ​​by replacing base (planned) indicators with actual ones.
• Elimination method - highlighting the effect of a particular factor on performance indicators. In this case, the influence of all other factors is excluded.
• Graphical method - comparison of planned or basic and reporting indicators by means of charts and graphs. Allows you to visualize the degree
• Functional cost analysis is a systematic study that is used to increase the return per unit of costs for each object. The expediency of the functions performed by the object is established.

Tasks

Strategic decisions are an integral part of enterprise management. They determine the direction of activity for several periods ahead, so they need to be carefully analyzed. The tasks of the analysis are as follows:

grade production plan;

optimization of the economic program for each shop;

optimization of resource allocation;

optimization of technical equipment;

determination of the optimal size of the enterprise as a whole and its structural units;

determination of the optimal range of products or the list of services provided;

determination of optimal logistics routes;

determination of the feasibility of repair, reconstruction and modernization;

comparing the efficiency of using each unit of the resource;

determination of economic losses to which the decisions made can lead.

Levels

Strategic decision planning is carried out at three levels. Their content is described in the table below.

Typical Models

Strategic decisions of an organization can be made in accordance with the following typical models:

• Entrepreneurial. One authorized person is engaged in the development and adoption of the decision. At the same time, the main emphasis is placed on potential opportunities, and problems are relegated to the background. It is important that the manager makes a strategic decision in accordance with how he personally or the founder of the enterprise sees the direction of development.
• Adaptive. The model is characterized by reactive actions on emerging problems, rather than the search for new management opportunities. The main problem with this approach lies in the fact that stakeholders promote their own vision of a way out of the situation. As a result, the strategy is fragmented, and its implementation becomes much more complicated.
• Planning. This model involves the collection of information that is necessary for a deep analysis of the situation in order to generate alternative ideas and choices. optimal strategy. A solution is also being sought for emerging problems.
• Logical. Despite the fact that managers are aware of the mission of the corporation, when developing strategic decisions, they prefer interactive processes during which experiments are carried out.

Types of financial strategies

The development of strategic decisions largely affects financial questions. The success of the activity largely depends on the material support. In this regard, it is worth highlighting the following main types of financial strategies:

• Financial support for accelerated growth. The strategy aims to ensure an accelerated pace of operational work. First of all, we are talking about production and marketing. finished products. As a rule, the application of such a strategy is associated with a high need for financial resources, as well as the need to increase current assets.
• Financial support for the sustainable growth of the organization. The main goal is to strike a balance between limited growth operating activities and level of financial security. It is the support of the stability of these parameters that makes it possible to effectively distribute and use material resources.
• Anti-crisis financial strategy- ensures the stability of the enterprise at the time of overcoming the crisis of operational activity. The main task is to form such a level of financial security that there is no need to reduce production volumes.

Strategic Decision Evaluation System

Strategic decisions are a complex factor that needs to be carefully assessed to confirm feasibility and effectiveness. This system has four main elements:

1. Motivation. First of all, the head of the organization (or the responsible manager) should be interested in the evaluation. The desire, as a rule, is due to the fact that there should be a clear connection between the proposed strategy and the philosophy of the organization. Another motivating factor is financial results that will follow the successful implementation of a competent strategy.
2. Informational resources. In order for the assessment to be objective and reliable, it is necessary to have on hand up-to-date information presented in an easy-to-read form. It is important that the enterprise has organized efficient system collection and processing of management data. It is also important to have a system for predicting possible results from the implementation and implementation of a strategic decision.
3. Criteria. Evaluation of strategic decisions is carried out in accordance with a system of criteria. This is the sequence of implementation and implementation, the consistency of strategies with the requirements of the internal and external environment. It is also worth objectively assessing the feasibility of strategic plans and the main advantages compared to competing organizations.
4. Making a decision on the results of the evaluation. On the basis of the data obtained and the results of the studies carried out, the head or authorized manager must draw a conclusion about the advisability of introducing or continuing to implement the considered strategic decision.

We analyzed the importance and goals of strategic decisions in the enterprise.

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Logistics strategy

Logistics strategy- this is a long-term direction in the development of logistics, concerning the forms and means of its implementation in the company, inter-functional and inter-organizational coordination and integration, formulated by the top management of the company in accordance with corporate goals.

There are the following types of strategies:

1) Minimization of overall logistics costs.

The strategy can be implemented as follows:

Reducing operational logistics costs in selected logistics functions;

Optimization of stock levels in the logistics system;

Selection of optimal storage / transportation options;

Optimization of decisions in certain functional areas according to the criterion of "minimum logistics costs";

Use of logistics providers.

When using this strategy, the company should pay special attention to the quality of logistics services. The higher the requirements of consumers to the level of quality of the logistics service, the higher should be the costs to ensure this level. Therefore, the natural constraint that is set by corporate strategy is the limitation on a basic level of consumer service quality.

2) Improving the quality of logistics service.

Strategic improvement in the quality of service involves improving the quality of logistics operations, logistics support for pre- and after-sales services, value-added logistics services, the use of logistics support technologies life cycle products, creation of a quality management system for logistics services, use of the benchmarking procedure.

In this case, the implementation of this strategy is constrained by logistical costs.

3) Minimization of investments in logistics infrastructure.

Includes:

Optimization according to the configuration of the logistics network / system;

Direct delivery of goods to consumers, bypassing warehousing;

Use of public warehouses;

Involvement of logistics intermediaries in transportation, warehousing, cargo handling;

Implementation of logistics technology JIT (just-in-time);

Optimization of the location of logistics infrastructure facilities.

4) Logistics outsourcing strategy.

Includes:

Definition of main activities;

Selection of sources of external resources;

Choice of logistics service providers;

Leveraging supplier investment and innovation;

Optimization of the service of logistics intermediaries.

IN Lately For most companies, it has become necessary to achieve a cost-service balance.

The chosen logistics strategy predetermines the choice of a logistics network, in which key business processes are designated (identified), supply chain links are included as independent legal entities, or as separate divisions.

Strategic decisions on the configuration of the logistics network include the definition of a promising structure logistics channels and chains, deployment of logistics infrastructure (own and rented warehouses, terminals, distribution centers, transport divisions, road infrastructure, etc.)

The logistics network is the foundation of the logistics system, which determines the effectiveness of the company's logistics.

The logistics network includes:

infrastructure divisions;

Vehicle fleet (own, own, rented);

Where are the suppliers located?

Where are the consumers located?

Are logistics intermediaries involved (forwarding companies, etc.);

What possible procurement channels are covered.

When determining the key logistics business processes, it is necessary to decide the following tasks:

1) reduction of irrational expenses and loss of time;

2) optimization of the use of resources in order to achieve compliance with the requirements of consumers of a certain market segment;

3) prompt response to changes in the external and internal environment.

At the same time, a logistics business process is understood as interconnected set operations and functions that translate the company's resources into the result set by the company's logistics strategy, which is determined in accordance with the key indicators of logistics efficiency.

Key business processes include:

1) development trademark(brand management);

2) logistics business processes in the supply chain (including procurement, production, distribution, logistics network design);

3) information and knowledge management,

4) human resource management.

Once the key business processes have been identified, modeling and reengineering can begin.

The concept of strategic decisions

In the process of managing the logistics system, any organization makes important decisions that can be divided into four main classes:

1. Top level strategic decisions are the most important, determining the general direction economic activity enterprises; they are long-term, require large expenditures of resources and are considered the most risky. Top level solutions include:

Mission Statement - A statement that sets out the organization's overall goals, typically related to improving the way it works with partners and customers in an integrated supply chain. For example, in the mission of the German transport group Schenker claims that "our future is our customers", and the mission of the English supermarket chain Tesco is "creating value for consumers in order to achieve their lifetime loyalty";

A corporate strategy is a plan for achieving a mission, for example, making long-term investments in production and logistics; continuous implementation of new approaches and innovative ideas in the strategic areas of quality, cost, differentiation and focus, as well as forecasting consumer demand;

Business strategy - a set of measures to develop the type of activity of a particular division of the enterprise (business unit).

2. Strategic logistics solutions determine the main goals and directions of the supply chain in the long term and relate to the interaction of logistics with other business areas; as an example, the following main goals of the organization can be given: striving to be a high-performance manufacturer with low production costs and world-class product quality; development of new projects for the production of new products; use of modern production and information technologies; application modern methods planning and management.

(adsbygoogle = window.adsbygoogle || ).push(()); Strategic logistics solutions include:

Functional strategy - a plan for the implementation of each function of the organization: logistics, marketing, investment and production;

Logistics strategy - sets overall structure logistics system, or supply chain and the direction of logistics activities; it consists of all the strategic decisions, practices, plans and culture associated with managing efficient logistics in the supply chain: "purchasing-production-distribution". Logistics strategy deals with the actual movement of material and related flows, contributing to the implementation of corporate and business strategies, as well as optimizing the supply and demand of products, reducing overall logistics costs, minimizing logistics investments and improving logistics services. common goal logistics strategy is to provide customers with the volume and quality of service they require while minimal cost in the supply chain. It is no coincidence that the motto of a perfect ECR logistics strategy (immediate response to market needs) is "Required, timely and accurate."

3. Tactical logistics solutions related to the implementation of the strategy at a more detailed level in the medium term. These include:

The organization's capacity utilization plans to ensure long-term customer demand is met;

Generalized calendar plans- in which all types of work are reduced for all types of activities of the supply chain, as a rule, on a monthly basis;

Main chart - detailed description all activities for the week;

4. Operational logistics decisions relate to specific activities in the short term; their implementation requires a small investment of resources with a minimum level of risk. These include short-term schedules, which represent the detailed execution of work and the resources required for this, as a rule, for each day. This avoids many logistical problems.

In real life, the boundaries between these solutions are sometimes very blurred. For example, when choosing a system for distributing finished goods, inventory is a strategic aspect, but it moves to a tactical level when it is necessary to decide how much Money it is necessary to invest in inventories, and at the operating level, when it is necessary to decide on the change in the volume of inventories.

There is no universal standard procedure for developing a logistics strategy applicable to any organization. .

The concept of forming a logistics strategy involves, first of all, the search for answers to the following key questions:

1. What type of organization do we represent today and what kind of organization do we want in the future?

2. What are the features of our activity and opportunities for its development?

3. Who are our consumers (buyers) and competitors?

4. What are our strengths and weak sides compared to competitors?

5. What is the most suitable marketing (product) strategy for us?

6. What are the main goals and objectives of the logistics strategy?

8. What budget is needed to implement the logistics plan and where to get new investments?

9. How to organize performance monitoring strategic plan?

10. What should be the most relevant programs to achieve the goals of the logistics strategy?

11. What are the risks associated with the implementation of a logistics strategy?

12. How to quantify the implementation of the logistics strategy?

Page 4 of 17

Essence strategic management.

The essence of strategic management lies in the answer to three critical questions.

1. What is the current state of the enterprise?

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

3. How to reach the desired position?

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

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

Strategic Decisions are management decisions that:

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

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

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

Strategic decisions include:

Reconstruction of the enterprise;

Innovation ( new products, new technologies);

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

Entering new markets;

Acquisition, merger of enterprises, etc.

Features of strategic decisions

Strategic decisions are characterized by the fact that they:

Innovative by nature, and since it is common for a person and an organization to reject all innovations, they require special measures to overcome rejection (persuasion, training, involvement of performers in the process of developing a strategy and, finally, coercion). Such decisions should be open and understandable to employees, which can be implemented through the use of internal marketing;

Aimed at the long-term goals of the enterprise, at opportunities, not at tasks, at the future, not the present;

They differ from tactical decisions in that the set of alternatives is not defined, the procedure for their formation plays an important independent role;

Are directed to the future and are therefore indeterminate in nature;

Require knowledge - the result, as a rule, depends more on the quality of the decision than on the speed or timeliness of its adoption. There is no hard time frame for them;

Subjective in nature, usually not amenable to objective evaluation;

Irreversible and have long-term consequences.

In general, the leading idea, reflecting the essence of the transition to strategic management, was the need to shift the focus of top management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it, to respond in a timely manner to the challenge thrown by the external environment.

There are a number of definitions of the concepts of "strategy" and "strategic management". Let's name some of them, in our opinion, the most characteristic.

Strategy - decision-making process at the highest level of the organizational hierarchy.

Strategy- the process of determining and (establishing) the connection of the organization with its environment, consisting in the implementation of the selected goals and in attempts to achieve the desired state of relations with the environment through the allocation of resources, allowing the organization and its units to operate effectively and efficiently.

There are also a number of definitions of the concept of "strategic management". As a working definition, we give the following: strategic management- this is a management activity for setting and implementing long-term goals, maintaining effective relationships between the company and its environment, while meeting the goals set for its internal capabilities.

Analyzing the conceptual apparatus of strategic management, it is useful to consider this category in parallel with the concept of "operational management" (OS). operational management– management of current events; a set of measures that allow influencing specific deviations from the established production targets. Operational management is subdivided into operational planning, operational accounting and operational control. The differences between the approaches to operational and strategic management (MS) by parameters are clearly presented below (Table 1).

Table 1

Differences between operational and strategic management

Although strategic management is the most important factor in successfully surviving in a competitive environment, nevertheless, there is often a lack of strategies in the actions of organizations, which leads them to defeat in the market struggle.

According to some scientists, Russia is a reserve of undecided or incorrectly determined companies in their choice of strategy. Like unscared protected game, Russian firms can become easy prey for competitors who have better mastered the cruel science of the market. The inconsistent throwing of domestic enterprises that discovered their weakness and did not choose or chose the wrong strategy complicates the situation.

The absence of a strategy or mistakes in its choice lead to a waste of already limited resources, and the inevitable failures in this case create a reputation for enterprises as hopeless patients who will not be helped by anything, and, therefore, scare away potential partners and investors. Finally, time is wasted - the most irreplaceable factor in market success.

Choosing the right corporate strategy is a task on which the future of the domestic economy depends no less than on the macroeconomic experiments of the authorities. It is much more difficult to solve it, since the situation cannot be corrected by any decree. Success will be brought only by the conscious efforts of each specialist of the enterprise individually.

The lack of strategic management leads to the fact that, firstly, organizations plan their activities based on the fact that the environment will either not change at all, or there will be no qualitative changes in it.

In non-strategic management, a plan of specific actions is drawn up, both for the present and for the future, a priori based on the fact that the final state is clearly known and that the environment will not actually change.

Seeing the long term is an important part of management, but it should in no way mean extrapolating current practice and the current state of the environment many years into the future.

In strategic management, at any given moment, it is fixed what the organization must do now in order to achieve the desired goals in the future, based on the fact that the environment and living conditions will change. In other words, with strategic management, the view from the future rushes to the present. The actions of the organization are being developed and implemented at the present time, providing it with a certain future. In this regard, strategic management not only fixes the desired state of the organization in the future, but also predicts the ability to respond to changes in the environment, allowing you to achieve the desired goals in the future.

Secondly, with non-strategic management, the development of a program of action begins with an analysis of the internal capabilities and resources of the organization. At this approach all that an organization can determine on the basis of an analysis of its internal capabilities is how much product it can produce and what costs it can incur. At the same time, the volume of production and the value of costs do not answer the questions: how the product created by the company will be accepted by the market, how much will be bought and at what price. All this will determine the market.

The test of a successful strategy is the degree to which the firm's strategy:

Improves the firm's ability to compete successfully in its place in the market;

Improves its ability to achieve competitive advantages;

Allows you to earn super profits.

The analysis showed that about 20% of the largest American corporations currently use a strategic management system, and 75% of companies use certain elements of this system. At the same time, the method of strategic management combines a strategic approach to setting goals and a program-target approach to their implementation.

The essence of complex strategic management systems is that firms, on the one hand, have a clearly defined and organized so-called strategic planning. On the other hand, the enterprise management structure, systems and mechanisms of influence of its individual links are built in such a way as to ensure the development of a long-term strategy for success in competition and create a management tool for turning this strategy into current production and economic plans.

However, in real economic practice, it often happens that for one reason or another, the strategy is not implemented. In this case, the company must go to its adjustment. The most typical cases that force changes in the company's strategy usually include the following:

Failure of the strategy to provide satisfactory indicators of sales volume and profits in recent years;

A sharp change in strategies by competing firms, which has a significant impact on the characteristics of the market;

Changes to others external factors affecting the company's activities;

The emergence of prospects for taking measures that can significantly increase profits;

The emergence of new customer preferences or trends in this area;

Fulfillment of strategic tasks.

Elements of the organization of strategic management require clear coordination. Most often, failures in the implementation of the strategy are due to the fact that in a strategy drawn up in strict accordance with the market external environment, either organizational structure did not take into account the requirements of the chosen course and was retained as it was, or the management system or the evaluation system did not reflect it. That is, the higher the level of consistency of each element of strategic management and the correspondence between them, the higher the probability of success. An analogy with driving a car or other vehicle: if we turn on, for example, the fourth speed, then with one movement of the gearshift lever we must set all the links of this system to the operating mode at this particular speed.