How to write a strategy for the development of the department. Strategic plan for the development of the enterprise and the methodology for its preparation. The need to change the strategy

"The world is inferior to the way to someone who knows where it goes."

Ralph Waldo Emerson

When developing a company development strategy, many questions arise, starting with questions: "Where to start developing a strategy?", "Will we be able to implement it, and what will it give it?", And, ending with the question "How is it generally developing a real development strategy? Tried, it does not work! ".

Development of development strategy - the task, indeed, complex, and questions more often than answers. So i will try to offer general algorithm solutions to this task.

1. Business is, first of all, the case, which is engaged in a person, a group of people or a company.
2. Business development strategy is a way to achieve a significant goal (strategic goal) in large.
3. The beginning of any business is always the idea. Let's call it an idea. Any business should have a standing idea. Keyword Not only "plan", but also the word "standing".

The idea is what the entrepreneur wants and can do something that he can. Or what he wants to learn. Trainers conduct trainings, doctors are treated, consulting companies provide services.

Standing plan is a plan associated with the provision of goods or services that, at least, in demand in the market. As a maximum, an understanding of the entrepreneur, how to earn, providing specific goods or providing specific services.

If there is a standing plan, then goals are formed. For example, become a high-class doctor, coach or better consulting company in Russia.

Each company currently has the current state of its development, to which it came for 2-3 or 15-20 years of work in Rank. For simplicity, I call it "condition a". The further development of the company is always (!) Is associated with a new level of design and its achievement. Let's call it a target "state b". "Condition B" - nothing but a new strategic goal.

Step number 1: Preparation of input data for developing development strategy

Business development strategy is a way to transition a company from the current state to the next target state of large. To develop a development strategy, it is necessary to determine the target "state B" and understand the current "state a". Therefore, the first step must be formed the target "state B".

Stage №1.1: Formation of a new target "state b", which we want to achieve.

Example. Suppose your company needs a development strategy. To do this, it is necessary not only to answer the question: "What should the company become in a completely new high-quality level?", But "What should it be on targeted indicators?".

In my opinion, the key difference between the strategic development and the current (or "simple") business development is in the presence / absence of a completely new quality level of the target state, which is described (digitized) targets.

Therefore, the target state of the company (strategic goal) should include at least two key components.

The first component is meaningful. It - first key element author's methodology. For the development of any company that has been successfully operating on the market for many years, new ideas are also needed. Therefore, the new goal should be based on a new updated plan. Most often, this is due to the expansion of the product line or enhance the existing one.

The strategic goal is formed according to the aspirations, desires and interests of business owners. If they do not want to engage in trading with metals, they will not deal with this in the foreseeable future, even if it looks attractive. And this is not a question of expediency. For business owners, it is advisable that they are closer today, and what their thoughts and thoughts are directed to: have a compact business or very large, to be a leader in 2-3 services or provide a wide range of services, and constantly fight for new projects in a highly competitive environment.

If your company provides one "locomotive" (main) service-1, for example, "Development of sales department ...", then your new meaningful target state can be adding a new service-2 "Development ...". This will expand the range of your services and will allow you to provide customers with a more comprehensive service: service-1 + service-2.

As a result, your company can get (and get!) Much more projects. Of course, if there is demand and ability to provide high quality services.

If the business development strategy is developing an external business expert, then the generation of a new refined plan, of course, falls on "on his shoulders", but it is imperative, formed in a dialogue with the customer and is consistent with it.

The second component is a description of the new target state (strategic goal) on the necessary indicators (digitization). It is best if the strategic goal is presented in the form of a tree of goals. In consequence, this tree of goals will be achieved by all employees of the company. It - second key element author's methodology.

If your company provides services and your main asset - people, then a list of targets that need to be achieved as part of the implementation of the strategy should include, for example: a list of services, including new (product ruler), the number of key specialists, the number of projects per year, Other features for your company, turnover, marginality, profit.

It is fundamentally important as follows: it makes no sense to deeply analyze the current state of the company, until there is no understanding that the company wants, and what it will strive for. It - third key element author's methodology.

Thus, the result of step 1.1: A strategic goal is formed, based on a new refined plan (idea), and described by the necessary targets.

From the point of view of the well-known method of setting the goals S.m.a.r.t., it is dramatically important that the strategic goal is significant or quite complex, but achievable.

Therefore, the second step is to understand if it is possible to achieve this goal? The formulation of large-scale and ambitious goals, as a rule, is not the biggest problem.

First, it is necessary to deeply analyze the current "state a". It should be noted that at the previous stage 1.1. It is also necessary, but not deep, but at a sufficient level to explore the current state of the company.

Stage №1.2: Deep analysis of the current state of the company.

To form the current "status A", I also offer to use several rules that I use myself. But first I will give an example.

Example.Suppose, now your consulting company performs 80 projects per year, and your team is 20 business consultants. You have "locomotive" service-1, certain turnover, marginality and profit. And you want the target turnover to become 2 times more. If there is a high demand and the market is well buys your service-1, then your team should be at least more. This is one development option. What tasks need to be solved, I think it is understandable. If the demand for your service is 1 low or market volume is limited, then, for example, you need 1 new service comparable or complementary service-1. This is a second development option. The example is simple, but the search for a new service is not a trivial task and not just often, but constantly.

Analysis of the current state of the company also has a minimum, two key components.

The first component is "Condition A" (the company's power and potential) it is advisable to describe about the same indicators described by the "state B" (strategic goal). Then we will understand what is and what we want.

The second component is the analysis of the dynamics 2-4 of the previous years of the company's development, and its description. It - fourth key element author's methodology.

Why do you need the dynamics of the company's development? Because current figures without taking into account the dynamics of the previous 2-3-4 years little, what they say.

Example. The turnover of your company in 2015 was, for example, 20 million euros. Is there a lot or a little? This figure does not mean anything! Simplified, if in 2014 your turnover was 40 million euros, then it is not enough. If the turnover was 10 million euros, then it is a lot. If competitors, similar to your company, are significantly less, then a lot and vice versa. Of course, you need to consider the overall economic situation and a number of other parameters. But in life, not in theory, this approach allows you to make a rather close to the truth assessment.

To develop a development strategy by an external business expert, accurate figures are not so important. Order numbers, dynamics, market volume, the volume of closest competitors are more important indicators.

Looking ahead, I want to say that the achievability of a strategic goal is definitely related to the current "state A", because, "state a", to a certain extent, is the "reference point" ("ready, we want", as well as current power and the potential of the company).

For example, a company with a turnover of 200 thousand euros wants to achieve turnover of 200 million euros. Perhaps this is the right goal, but you need to understand, through how many states ("b", "c", "d", ...) The company must pass to grow and become, indeed, a large company. And when (in time) this goal can be achieved.

Thus, the result of step 1: the current and target state of the company is formed, digitized by the necessary indicators. These are input data to develop a company development strategy.

The following questions: "How to go from the current state to the target?", "For how long?" And "what should be the goal achievement strategy?". See Fig.1.

Fig.1. The current "condition A" and the target "state B" (strategic goal).

Stage number 2: Development of the Company's Development Strategy

The purpose of this article is to propose an algorithm for the implementation of development strategies for development projects. Nevertheless, I will only say a few words about this.

From a practical point of view, in my opinion, the company's development strategy must be responsible for 4 main questions:

Planning horizon should be chosen over a whole spectrum of criteria. For example, that for companies that implement relatively long projects (IT companies, engineering companies, consulting companies) offered by me planning horizon - from 2 to 3 years. Why? Because when selling a sales cycle in a few months and up to a year, the company is unlikely to have a significant financial results for the year. With the planning horizon for more than 3 years, psychologically, "there is still a lot of time before the expiration of the implementation of the strategy" and ... "I don't have to hurry." If there are a real and competent strategy for 3 years, practically, in any industry, you can achieve the first significant results (for example, to obtain new contracts and new projects).

Above, I said that the business development strategy is a way to achieve a significant goal (strategic goal) in large. "Big" means, for example:

1. Choosing direction of movement (development). For example, to become a technological leader in the framework of a product strategy - a strategy aimed at creating a unique product or service.
2. Achieving significant or unique competitive advantages. For example, become a market leader in terms of providing the highest level of service, form a strong sales department, achieve high logistics efficiency or find a way to get "long" cheap money.
3. Or, according to the tree of purposes, you need to achieve, admit, a number of large goals that are undercakes a strategic goal. On the example of a consulting company:

• Calculate (choose, create) a new service-2, which is indeed highly in demand by the market.
• To form a practice in 10 business consultants. For example, consistently - as projects have been received, and to start to invite 1-2 key business experts.
• Enter the market with a new service.
• Start providing an advanced range of services that combines existing services and new ones.
• Get within 1-2 years 20 (30, 40, ...) large projects.
• Implement projects at a high professional level and gain thanks and advisory letters from customers.
• Thus, increase, for example, turnover 3 times, 15% marginalness, profit by 8%.

I want to pay attention that the first on the list of goals go high-quality purposes, and only then financial. Without the right actively achieve financial resultsAs a rule, it does not work.

What is really important? Dramatic is important to develop 2-3 business development strategies, compare these options and substantiate the proposed option. It - fifth key element In my methodology. This will allow the most deeply in the proposed option, and understand why this version of the strategy is selected, and not otherwise. Everything is relative!

Thus, the result of step 2: the current and target state of the company is formed, digitized by the necessary indicators, and developed a strategy for the development of the company.

Now you need to understand whether it is possible to implement the developed strategy and achieve a strategic goal? And how exactly do it? See fig. 2.

Fig.2. Describes and developed: the current and target state of the company, development strategy.

Step number 3: Check the developed strategy for achievability

Check whether the developed strategy is actually achievable and executed, the specific, measurable, equally understood by all team members, etc. You can, for example, using the well-known method of setting the objectives of S.M.A.R.T.

How to do it practically? The test method is only one - to develop a plan for specific active actions and KPI, according to the centers of responsibility, and simulate the implementation of this plan. This is already tactic. Strategy without tactics is dead! It is important that the plan is to achieve managers and key employees! It - sixth key element author's methodology. If the implementation of the plan is not achievable by the company's employees, then who will fulfill it and implement the strategy?

Therefore, checking a reachability strategy is a check for achieving all the points of the plan of specific active actions. It - seventh key element author's methodology. You can perform this check in the framework of targeted meetings and meetings with managers and key employees.

As a rule, business owners, TOP-management of the company and key employees say that "yes this item we can fulfill and know how", or they say that "no, this item we will not be able to fulfill, it is not real!".

If the answer is: "No!", What then?

Then, you need either an external business expert who will help to implement the most complex points of the plan. Either companies need to find the relevant staff members for those tasks that are important and which the company cannot be implemented by the existing forces. Otherwise, a number of paragraphs of the plan should be refused. However, above I said that the plan should be fulfilled by the company's employees. Otherwise, such a plan is obviously impossible.

The external performer of such projects, in a good way, should know and understand how to implement the proposed complex paragraphs of the plan. Otherwise, this is not the development of a development strategy, and the Council "Become Hedgehogs."

1. The project is implemented by business experts who understand what they write and what they offer.
2. At the time of the formation of the next target state of the company, there is an understanding of the current state of the company, sufficient to not suggest the company "Something is not at all real" or something "out of a series of outgoing".
3. The business expert must be a high level, possess knowledge, and the main skill associated with the execution of the points of the plan, which he also offers. etc.

With the right organization and the implementation of such a project, there should be no situations when at the last moment, when "everything is done", it turns out that "everything is not, and everything is wrong." For this, the business expert should not only competently lead such a project - in the dialogue with the customer, but also be able to deeply analyze information and draw conclusions.

• Plan;
• Strategic goal (target state "B");
• Strategy;
• Plan of specific active actions (tactics);
• Tree of goals;
• Kpi;
• Motivation system;
• Internal projects;
• Achievement.

It remains to briefly list 8 key elements of the author's methodology.

First key element - The new goal should be based on a new updated plan. If this is not the case, then it is just a "strategy" - a proposal to become "hedgehogs".

Second key element - The strategic goal is presented in the form of a tree of purposes and digitized. If this is not the case, it is not clear how a strategic goal will be achieved by all employees of the company.

Third key element - It makes no sense to deeply analyze the current state of the company, without understanding that the company wants, and what it will strive for.

Fourth key element - Mandatory analysis of the dynamics of 2-4 previous years of the company's development, and its description. To, really, to understand, the current state of the company and how she came to him.

Fifth key element- Proposition 3-4 variants of development strategy and the rationale for the proposed option. So that it does not work out that the strategy was accepted, but an understanding why it is so, and not other, no. For (again) everything will be known in comparison!

Sixth key element - checking the achievement of the implementation of the strategy, by developing a plan for specific active actions and modeling the implementation of this plan.

Seventh key element- The plan for specific active action should be achieving the forces of managers and key employees! Otherwise, it is not clear who and how to implement the strategy.

Eighth key element- According to the results of the inspection of the plan of specific active actions on achievability, in reverse order are modified: the plan, the plan for the transition "in large", development strategy, a new (clarified) level of plan. After that, the results of the project are given to the final form. This allows you to get a real strategy for the development of the company's business.

Do you have a chance, with all the others, most best qualities Warrior and scout, get your chest medal? Unlikely.

That may be, and I didn't want to illustrate the value and weight of the concepts of the mission, the goal, the strategy from the first lines of this article. In order for even the doubts that did not even arise and the familiar campaigning from the annoying flies - I heard, I do not need.

I heard, you know, not only need, but it is imperative!

Leaving the militant pathos, I present you my point of view on the issues of the need, the effectiveness and economic benefits of the Triad "Mission, the goal, strategy".

How to create a mission?

Che Guevara loved to say: "Let's be realistic and make it impossible."

Mission. Direct concept of the word "mission" - purpose. I am sure you have already thought about your own destination, as a person, personality. Such thoughts someday, and attend every thinking head. Why do you, do I live? .. Why? .. How and where to move on?

Aimedial existence is destructive. It not only does not allow development, but also destroys the already established. Any actively living company, like a living organism, sooner or later, begins to look for answers to the questions: why does she work, what is waiting for it in perspective, whether to protect their existing positions or decide on new conquest?

Creating or rethinking the mission of an enterprise or brand in this case can be a starting point for a new better life. The generalized intentions of the company are concentrated and sublimated in the missions. Often, the mission of the company is to continue the personal mission of the owner.

Who are you, where for whom, why, for what happened and what do you want? Answers to these questions and make up the company's mission. The key point in the wording of the mission is "for what?" And "What do you want?"

"Money" is not the correct answer. The financial success of the enterprise is an absolutely natural and indisputable rule of business in principle. Let's take financial success to the question "Why?". "For the sake of peace all over the world," it is also not suitable. Questions are complex, agree. They do not answer to them. It is not necessary to come. The mission is prescribed for a long time, it should be approached by weigly and frankly.

Complete the task. The answer to the question "What do you want?" Must be achievable and not achievable at the same time. For example, you want to build a huge holding from a small company, prescribe it into a mission and do not adjust it for a long time. And when you build your holding - the mission is completed, it's time to take earth wraps?

That is, the mission does not include specific numbers or definition of temporary intervals to achieve it. In other words, the mission is the cause of the organization's existence. An important moment, the mission must have a motivative nature, bring clarification and confirmation of the importance and significance of labor.

Little tip: The mission is written true when after one hundred and twenty-eighth of her reading it is also warm and pleasant to the soul and want to smile (sorry, for such an empirical approach to the question).

Strategy or strategic planning ...

The strategy is the dominant line, methods and ways to achieve the mission of the company. It is quite definite that the concepts of the mission, goals and strategies in principle are not separated, tightly connected and follow one of the other. Therefore, it is impossible to register a strategy without having a mission, or to develop goals, without understanding the strategic direction of the development of the brand, TM, enterprise.

Strategic planning allows you to determine the course of your ship for a while, to enable all team members quickly, cutting off everything too much, concentrate efforts to achieve the scheduled results. The development of the strategy concerns absolutely all areas affecting the vital activity of the brand or enterprise.

Is it possible to move a large stone if you, even if on a strong car, are standing in a meter from it? And if you go down, dial the speed and falling out of the way? Simple physics, you increase the mass of your body (company, brand) multiplying it to acceleration. Strategic planning is acceleration. It defines the vector of your movement. You do not loop, do not reflect on every minute, stopping, "circling", losing time and strength. You simply delete obstacles from your path or take new opportunities in the clip.

Strategic planning can be varied depending on the life cycle of your product, brand, company states. Specific strategies selected by different organizations, due to the specifics of external and internal conditions, various leadership views on the path of development of the organization and other reasons may vary significantly. However, all private strategies can be generalized and talk about the so-called basic strategies. Usually, two coordinates are used to formulate them: the market and product.

Here are a few rules that should be remembered by developing a basic strategy:

1. The strategy must be extremely simple and consistent. It is important to look much further than competitors.
2. Control of expenses, own resources. It is important to remember that, working in the Ukrainian market, the price of a product or service can be key Moment For a successful competitive struggle. It is also important to really evaluate its own financial capabilities or opportunities to attract investment.
3. Innovation and experiment. Is it worthy of attention to a product or business that in a year or two existence will cease to be competitive? Not. The development of the company or brand must have development options.
4. Concentration. Clear understanding of its target audience or its segment. There is no products or services "for all". This position leads to the unbalancement of forces and financial flows.

We write goals

With the concept of a goal, it is somewhat simpler, because with the word "goal" 90% of people represent the image of a target: circles inscribed in one with the cherished 10-koy in the center. Ask yourself: "I want to get into a dozen? Or will it be forever smearing the goal? "

Here you have the answer about the need to form goals.

Indeed, goals are your target for a certain period and with certain specific achievements on each of the circles. Let me once again stop your attention on the fact that goals should be measurable, have a clear description in the figures: the amount of money, a change in market share, the time of launching a new product, the number of the project involved in the project and so on.

There is a good SMART checking game on the quality of the purposes:

• S.pecific is concrete. The set goal should not be abstract.
• M.easurable - measurable. Is the target measurement? Is it possible to track changes in the course of its achievement, remove the initial and final state?
• A.tTainable - achieving. In contrast to the mission, the goal is obliged to be achievable. Will there really have enough strength to achieve the goal?
• R.ealistic is real. Does your organization have a potentially sufficient amount of resources and opportunities to realize the goal?
• T.iME BOUND - tied in time. Mandatory feature of the target, for which period do you intend to achieve it?

For convenience, the target is worth divided by:

• short-term, 1-2 years
• medium-term, up to 5 years
• long-term, from 5 years

• objective result. Specifically, exactly when you are going to achieve. For example, +15% of loyal buyers of the product X by the end of 2010.
• purpose process. What processes are needed to achieve the result. Organization of loyalty programs, development of a more convenient new packaging of the product H.
• the purpose of exposure. Quality change After reaching the goal. The company's image will increase, recognition and attitude to the product.

The history of business development in Ukraine still does not allow to fully experience and understand the value of the mission, goals and strategies. For a long time The mission, the goal and strategy were united for everyone, descended from above and were not discussed, and even more so, were not corrected - it was even punishable by law. When the common goals were canceled - many decided that this is an unnecessary cargo of the past and to any planning to continue as a remnant and anachronism. Time of business-expression (bought there - I sold here - you have a lot of money) turned out to be extremely short. Now the economy has tightened the rules for survival in the market.

If the form of the existence of its organization, choose the position of "response" and "Latanium of holes" - not only development, and the existence of an organization may be posed. The targeted, meaningful, economically planned movement forward is the law of life of the TM or brand enterprise, nothing can be done about it.

Logic, common sense and strong desire. If you were able to not move away from these three vital concepts when setting a mission, strategy and goals - I am sure they will lead you to success!

What is the economic benefit from the mission, goals and strategies?

Every day you encounter a lot of options and opportunities from a wide variety of areas of your business. You have to choose and solve with whom to enter into partnerships, which direction to pay more attention and highlight more finances, and what should be collaborated and not attempt to reanimate what to accept, and from what to be.

When you have a completely clear conscious understanding of your destination, goals and strategic directions of your company, you will every opportunity to simply check with these guidelines, making the decision quickly, clearly and with confidence that this decision is correct. You can share all incoming information on "yes" or "no", releaseing a mass of energy and time to concentrate on achieving the goals. Making, thus, its work is more efficient.

Do not forget that in your company besides you, there is still some number of people. And they have at their levels, there is also the same bit of opportunity and options. Their time to choose and make a decision you pay. Imagine what company budget will save if your guidelines and purpose will know and share employees. Everyone understands the overall task, relates it with its own interests - objectively, people in such conditions begin to work better.

Here I want to emphasize your attention to the fact that the mission, the goal and strategy should be specified and reported to employees . Only in this case, you really have a chance to perform a mission, to achieve a goal and not change strategies. In addition, the goals motivate employees - it's not a secret for a long time that no money is at all are the main motivator for most people, and the desire to realize yourself and experience their involvement in an important thing.

An important point of economic benefits from the presence of a mission, goals and strategies is to simplify and improve the quality of management and management. You have a mission, goals - you can easily broadize the task of subordinates. Each employee has a clear idea that and when he should do - on Tetris and games online will no longer (remember, you pay the time of your employees). And at a designated period, you can easily determine whether or not fulfilling the task is to fulfill, as an employee belongs to work, whether it is worthy of place, wages, etc.

You and your employees thanks to the prescribed and felt missions, goals and strategic planning can actually play as the best team of all times and peoples. Without delay, without excessive straining before unnecessary people or solutions. Play and win! In your and only in your power, create an effective team living with one breathing. You have no doubt that a good team is 80% success for any business. And the success of any business, as you know, is an increase in profit and continuous development.

Do you need a mission, goal, strategy? Answer for yourself: Do you want your organization to exist long enough? Or, earning a couple of millions, has sunk in the summer? If you have a positively answered question # 1 - start, think, write, tell about the mission and goals to your employees! It is extremely necessary for you!

Alevtina Ivanhenko, Managing RA

Creating a development strategy consists of several important stages:

• Definition of the main goal. And it is not even about increasing profits here, although this implies any business. The main goal of any company is the desire to make their products or services popular and recognizable. And this will already make it possible to take their niche in the market and receive dividends.
• Market research. Various statistics on consumer needs will help choose the most correct vector of development. And at the same time it allows you to better explore competitors, and accordingly, invent ways to get around them.
• Time period. As we have said, the development strategy is developed on average for 4 years. But it should be spelled out both long-term perspectives and short-term. The latter helps more specifically allocate the stages of the company's formation.
• Accounting for employees. As a rule, it is impossible to build the right strategy without listening to the advice of managers of various departments. Each of them has their own vision of the development of the company, and in the amount they will give a general presentation. Moreover, it is better to carry out a similar survey in writing so that people respond to fundamental questions - "What is the company", "what is valuable for it", "What is the ultimate goal" and "what to do to promote in the market."

And after that, already analytical work on the generalization of information begins. Its result will be the development of the company's development strategy. It, as a rule, is the basic theses that are concisely and accurately reflect the main directions.

Tip: With a strategy, you need to familiarize each employee of the company so that everyone imagine, for which they are ultimately working.

Development of an enterprise development strategy on the example

Consider the development of the company's development strategy on the example of one of the most famous brands in Russia - Sberbank. Just in 2018, another period of planning its activities ended, and the relevant documents appeared in free access.

First of all, Sberbank's leadership has developed a strategy for 5 years - from 2014 to 2018.

As the main goal, it was indicated - strengthening the positions of one of the leading financial institutions not only in Russia, but also in the world. At the same time, during the last "five-year-old" Sberbank planned to double his profits and assets (specific numbers were not specified, as it is internal information).

And in order to achieve these results, an annual increase in an increase of 14-16 percent was raised.

Finally, the main thing that was indicated in the strategy - due to which the tasks could be implemented.

Specifically, the following items:

• Strengthening competitive positions in Russia and abroad. For this, it was suggested to actively implement various cash equipment and work more with small and medium-sized businesses.
• Increasing the level of interest walf, that is, the differences between expenses and income. The main role was assigned to retail and corporate loans.
• Development of new proposals for customers, such as the same loans and deposits.
• Improving cost efficiency.

As far as I managed to cope with the tasks set - this is already the internal affairs of Sberbank. And for us they do not have much importance.

The main thing is that a similar development strategy can be applicable to almost any company, regardless of its kind of activity.

Now it has become fashionable to establish a word "strategy". Where do not look, this term is inserted everywhere. And, as well as with or organizations, many theorists and / or practices from business give their interpretations.

So, where is the standard? Where is not just a dry definition, but a definition with content? Not reflections on the topic: "The strategy is so, and maybe so, there is an opinion that so that so ..."? Let's figure out:

Concept of strategy

Initially, the concept of "strategy" came to us from Ancient Greece. And the first written mention of the strategy appeared in the treatise "Military art" Sun - Tzu, which dated V c. BC e. After, the term "strategy" met at Caesar and Makiavelli, but, again, for military purposes. Only in the 20th century, this term began to apply to organizations.

Consider its options. To begin with, refer to ISO standards - the quality management system, or rather, their terminology:

1. Strategy - planned activities to achieve the goal.

and second definition

2. Strategy - a logically structured plan or method of achieving goals, especially for a long period of time.

However, there is a reflection of Henry Mintzberg on this topic.

In his opinion, the strategy may look like
Plan;
Principle of behavior;
Position;
Perspective;
Maneuver.

Such a number of forms is due to its (Henry Mintzberg) studying the topic of strategy and the allocation, according to which, indeed, the strategy cannot be recognized by something one. Let's try to reduce all the symbols of Mintzberg in one definition:

The strategy is a plan based on behavioral principles made from the point of view of position and perspective providing for maneuver.

Here is another reflection from the classic strategic management A. Chandler:

The strategy is the definition of the main long-term goals and objectives of the enterprise and approval of the course of action, the distribution of the resources necessary to achieve these goals

You can add more. However, we will focus on this volume and try to understand these definitions, as well as withdraw your own.

As you can see, in almost all of these formulations, thinking that the strategy is goals and a plan. Our practice confirms such conclusions.

Of own experience We gave the following characteristics of the strategy:
- the strategy of the organization should be based on the vision of which we wrote earlier;
- the organization's strategy should contain the goals of this organization for a long period of time (from 4 years);
- the strategy of the organization must contain an action plan, due to the implementation of which will be reached;
- The strategy must have a documentary form, because any reflections in the head and will remain only thoughts until they are set out on paper.

And now, we will minimize all the information. Turns out that:

The Strategy of the Organization is a plan to achieve long-term goals based on vision and enshrined in the document.

PKF Strathore

In our opinion, the document "organization's strategy", contains only two parts:
1. Objectives with their or, so-called tree of goals;
2. Plan of events with tasks to achieve these goals.

The issue of goals and goals is a topic for a separate article. The concepts that will be disclosed in it are: - Types of goals; - (SMART and other); - goaling; -.

Note, in addition to the goals and plan of events, economic analysis and forecasts, mission, values, vision are often added to the document. Examples of strategies can be found below.

Examples of strategies

For sample you can download

But the sample draft strategy of a non-profit organization - "". It is worth noting that in non-commercial structures, there may be a number of features, but anyone say, the essence remains for all the same: for business, for public organizations.

Earlier we published materials about.

Conclusions by article

Among the many views and reasoning, we offered a practical vision of the issue.
It is not necessary to strive for such volumes, which are presented in samples, it is still a strategy of public companies whose shares are traded on the stock exchange. But one thing can be said for sure - the strategy is the only driver for the growth and development of business of any size, especially for small.
The process of strategic planning is absolutely unpredictable, you can suffer a week and try to give out that neither be useful and not achieve the desired one, and then in a couple of hours to make a huge amount of work. Desigure the future, put the alleged development routes - quite difficult. You always need to remember that it predetermines the life of your organization tomorrow.

Literature
1. Prigogine A.I. Goals and values. New methods of working with the future, M.: Case, 2010;
2. Sun Tzu. Art of War / Translation: Konrad N.I., M.: Centerpolygraph, 2011;
3. Bruce Alstrand, Henry Minzberg, Joseph Lamm. Strategic safari. Strategic Management Debry Tour / Series: Skolkovo - M.: Alpina Publisher, 2013;
4. Strategic management / ed. Petrova A. N. - SPb.: Peter, 2005;
5. Philip Kotler, Roland Berger, Niels Bikhoff. Strategic Management on Cotlebar / Translation: Irina Matveeva - M.: Alpina Publisher, 2012;
6. Materials International Organization for Standardization, from ISO.org

Discussion: 6 comments

A single strategy for the entire enterprise is the base for combining actions and solutions of various divisions of the organization to one targeted effort.

The formulation of the strategy should, on the one hand, reflect the movement towards eliminating the gap between the present and the desired future, and on the other hand, to choose the main content of the strategic objectives formulated at the previous stage.

Recall that under the strategy should be understood the model of achieving the organization's goal. This model should reflect the parameters of the organization's image, purpose and specific goals of the organization, so you should use the troubled material on the business philosophy. To develop a verbal model, we will make a final matrix that includes specific parameters of the organization.

interested in the company's strategy

Strategy - This is a set of systemic measures leading to strengthening the company's competitiveness.
The strategy, first of all, must be responsible for increasing viability.
Objectives can be false, plans are fantasy, and the preservation of viability will allow the company to not fly from the road, even if she moved to Bludnak
How many banks had an excellent (expensive) strategy

The strategic development plan needs any company, even if its leadership is not thinking about it. Let's talk about what is the strategic plan for the development of the enterprise, from which it consists of which tools to use to make it.

What is this article:

The strategy is always, even when the manager does not think about it at all, even in small enterprises there are its strategic goals, it seems, "trying to repeat everything that the industry leaders do" or "track the main trends and adapt to them." The larger the company, the higher the price of management errors, the more need to know their strategic goals and paths leading to their achievement.

What is a strategic plan

For all management canons, planning is the most important function of the management cycle. In this case, the theory is fully confirmed by the practice: if there is no planning at the enterprise, then we can say that there is no control. No current planning, it means there is no operational management. At the same time, if strategic goals are clear, the organization can exist for some time. It is ineffectively to use resources, the actual time will never correspond to the desired, but formulated long-term tasks, an understanding of the target sales, assortment policies and the necessary resources will allow at least somehow moving forward, albeit with big losses.

Another situation in the presence of only operational planning. Everything seems to work, all are busy, some problems are constantly being solved. Only it is not clear why these problems sueplit all the time as snow on the head, the company trample on the spot, and any changes in the external situation each time becomes at least the cause of Abrals, otherwise they hardly put the future of the organization at risk.

The purpose of the strategic plan

The strategic plan systematizes long-term target parameters, establishing the relationship of market indicators, which must be achieved, the production tasks that must be solved and necessary for all of this financial resources.

The marketing strategy is developed on the basis of the forecast of the development of markets and the current position of the enterprise. In this case, the forecast of development is a broad concept that includes the development of technologies, and the processes of globalization of the economy, and demographic situation, In some cases, the medium-term international political environment - all this can have a significant impact either in the industry as a whole or on the activities of a particular enterprise.

The production strategy should take into account not only the development of technologies for the production of this product group, but also the dynamics of commodity markets, predictions for changes in energy prices, transport services etc.

The strategic development plan should not only state the goals, but also justify their choice. It is desirable that the actions strategy will be methodologically justified. You can also rely on intuition of the head, but most often good business intuition is an alloy of experience and education.

Definition of the original strategic planning point

The strategic plan consists of an indication of the goals and how to achieve them. So that the goals have been adequate and achievable, and methods are actually fulfilled, it is necessary to correctly determine the original point.

The best way to analyze the current state of the enterprise than the SWOT analysis is not yet invented. Method Title (Abbreviation english words: Strengths - Strengths, Weaknesses - Weaknesses, OpportUnities - Opportunities, Threats - Threats) speaks for itself. It lies in the definition of four groups of factors: the strengths and weaknesses of the organization, opportunities and threats of the external environment.

Example of using SWOT analysis for strategic planning

As far as this strong tool can be shown on this example, consulting the management of one of the integrators of security systems. It was in 2012: a very "strong" ruble, sales of foreign car cars beat the next records, there was no crisis in risen. An express analysis of the enterprise and the industry was carried out exclusively according to the data in public domain: the company's website and several specialized publications on this topic. After that, the SWOT analysis method was applied, which at that time revealed key factors:

Strengths:

• solid positions on the market, with a high input barrier for new participants;
• relatively low competition in this segment of services;
• the relatively high proportion of the cost of services compared to the cost of equipment in the total market volume.

Weaknesses: the low proportion of the enterprise during the growing market.

External environmental capabilities:

• annual market growth until 2015 at least 10%;
• broadcast services for regional markets (where development is expected) through clients with a branch network;
• development of specialized software and equipment of Russian production;
• strengthening legislative safety requirements in various fields of activity and industries;
• permanent increase in the relevance of providing information and environmental safety.

Threats of the external environment:

• possible rise in prices for foreign software and equipment that for a number of services is critical;
• economic recession of a number of industries - consumers of security services;
• trend on the consolidation of market participants;
• problems with financing large long-term projects;
• reduced marginality due to increased customer requirements.

On this basis, the strategic goal of the enterprise was formulated until 2015: an increase in sales of services at the level of 13-15% annually while maintaining the current profitability. Why should this increase should be? Because otherwise, the proportion of the enterprise will decrease on the market, and it risks from the "Question Signs" segment after some time to be in the "losers" segment on the terminology of the BCG matrix. To achieve this goal, additional development options were proposed, in addition to the main direction of work in the premium segment.

The coincidence with the real state of affairs was so accurate that I did not manage to refute the opinion of the leadership about obtaining insider information from someone from employees, although the security measures at the enterprise were very strict. The time has shown that most threats have been realized for the next three years, and in fact, at the time of analysis, it would seem, nothing foreshadowed such dramatic development of events.

Defining a market strategy

Not always the answer lies on the surface, often developing a strategic plan requires additional effort. For answers to SWOT-analysis questions, it is necessary to separately determine the company's position in the market, the direction of development of the production program and the competition strategy.

To find answers to these questions, you can use any methods, even intuitive. But the use of well-known and tested techniques will certainly facilitate this work. One of them is the Matrix of the Boston Consulting Group - helping to determine the current stage of the life cycle of the enterprise or product. The method comes from the concept of a life cycle, which for any enterprise and product is divided into four main stages: the initial phase, intense growth, stability, recession.

From the marketing positions, these stages correspond to the combination of market share of the enterprise and the market growth rate:

1. The low share of the enterprise on the market with its rapid growth.
2. The growing share of the company in the fast-growing market.
3. Large share on the depressive market.
4. Low share of the company's products on the depressed market.

Accordingly, financial flows at each stage can be defined as:

1. Low incoming flow with a high need for investment.
2. Growing income and high investment need.
3. High incomes in the absence of investment (hence the name "Dimine Cows").
4. Reducing income in the absence of investment.

Despite the simplification and conventions of this technique, it helps to easily decide on the strategic line of development.