Strategy implementation: development, plan, management

At first glance, it might seem that the implementation of the strategy completely or practically coincides with the usual work of implementing the plan.

Strategic management is given an extremely fundamental role in the activities of the company in the implementation of its chosen tactics, since it is at this step that conditions are formed in order to fulfill its tasks.

Concept

The company's strategy is a method of achieving its goals and objectives. This is a long-term plan without specifying the stages, methods and tactical actions. Strategy development is needed to adapt the business to the changing external and internal environment in market conditions.

The implementation of the strategy should be entirely aimed at its content in the organization. But its successful implementation is able to hide the negative results of the company.

The implementation of the strategy makes a necessary element the adoption of a system that is used to directly manage the entire organization as a whole.

Implementation objectives

The task of implementing the strategy is what needs to be done in order for the strategy to work, and to meet the deadlines for its implementation. In other words, the art here is the ability to correctly evaluate the activity, determine the place of the strategy, its professional implementation and get excellent performance.

Work within the framework of the action plan for the implementation of the strategy initially begins in the field of administrative tasks, including:

• formation of structural capabilities;
• budget management for the best allocation of funds;
• formation of company policy;
• employee motivation to work more excellently;
• as necessary, changing staff obligations and the nature of work in order to obtain the best final results;
• creating a suitable atmosphere within the company for the successful implementation of tasks;
• the formation of criteria that provide the employees of the company with the conditions for the daily effective implementation of their own strategic roles;
• Applying best practices to continually improve productivity
• providing internal leadership necessary to advance the strategy and control over its implementation.

The listed list may be supplemented depending on the type of company and the features of its functioning.

The task of managing the implementation of the strategy is to create a system for assessing the results of implementation in such a way that work on the formation of strategic plans is carried out.

The quality of system design describes the quality of the process of implementing the strategy. More fundamental dependencies are between the plan and organizational abilities, between the plan and remuneration, between the plan and the internal policy of the company.

The correspondence within the organization between the various elements makes it possible to perfectly implement the strategy of the company as a whole, making it unified.

The task of implementing the organization’s strategy is the more difficult and costly part of strategic management. It goes through virtually all levels of management and should be taken into account in most parts of the company. A certain implementation of the chosen strategy begins with a painstaking study of what the company is required to do differently and better for a successful strategy implementation plan. Each manager should think over the question: “What needs to be done at my workplace to contribute to the implementation of the overall strategy, and how is it best for me to do this?”

Implementation Activities

The following are necessary measures for the implementation of the strategy:

1. Formation of options for action in unexpected circumstances. A strategy implementation plan can be developed, as a rule, for an impeccable situation, but reality may more or less differ from it. Therefore, the fundamental moment of any plan can be considered changes in the situation, if such differences become very large. This function is used when it is necessary to show a reaction to fundamental changes in the organizational environment that can practically occur. For an effective response to changes in the environment, it is necessary to constantly monitor current changes and correlate them with the planned plans, for which it is also necessary to take into account the cyclical factor. Typically, such options are reviewed every year.
2. Creating an organizational structure. For the successful implementation of the adopted strategy, the organization must have a certain structure that provides the greatest opportunities for its implementation. The development of the structure within the framework of the implementation plan of the development strategy includes the distribution of responsibility for the formation of the intended goals and the right to make decisions in the organization. In addition, you need to decide what structure the organization should have: horizontal or vertical, centralized or decentralized.
3. Research and selection of organization management system. This is another difficulty due to the fact that the staff determines the successful implementation of the strategy. It may be necessary to adapt the different systems that are used to manage the organization.
4. Organizational policy. The more important fruits of such confrontations are the struggle and the creation of associations that play a major role in the strategic management process. Strategic changes tend to bring this struggle to the forefront.
5. The implementation of the strategy contains a choice of organizational structure and management systems. This requires concerted action and coordination between different departments of the company. The organization must decide how best to study the work of units and manage their actions.

Development strategy

Developing a development strategy for a company or its structures is a complex multi-stage action.

1st stage. Definition of the company's mission within the framework of the developed tactics. The mission refers to the place and role of the company in modern society. Mission - the answer to the question "Why is society an enterprise?" Example mission: meeting the needs of the population in one form or another of products or services.

2nd stage. The task of developing a strategy is constantly to increase the agility of the business and the normalization of its market position.

3rd stage. The tasks to be solved are the stages of movement toward the goal in the process of completing a task. They may consist of:

• the formation of the company's style in a new strategic environment;
• development of a map of the task of the system of characteristics;
• developing an action plan for the long, medium and short term;
• developing a plan for one year or less.

4th stage. Formation of the content of the strategy. It could be:

1. description of the strengths and weaknesses of the company;
2. assessment of opportunities and threats;
3. causal relationship;
4. forming a decision map based on the beliefs of alternatives;
5. establishing a hierarchy of strategic, medium-term and operational tasks;
6. identification of characteristics that evaluate the goals of various periods;
7. a description of the sequence and problems, their solutions;
8. appointment of senior officials.

5th stage. The work of the expert group to develop a strategy.

At the preparatory stage, a special group is created with the distribution of obligations, calendar dates and steps of the workflow of professionals. The algorithm is as follows:

1. A technique is being developed to evaluate the internal and external environment of the company, which allows you to associate and summarize the data. All members of the expert group work according to a single template.
2. Assessment of the external environment of the company based on the beliefs of opportunities and threats. Each member of the expert group works without the help of others.
3. A collective expert assessment of powerful or weaknesses, opportunities and threats, prospects for the development of the company. Based on the results of the assessment, a single position and hierarchy of threats and opportunities of the company are developed.
4. Identification of causal relationships between pairs of objects with a description of the inverse relationship.
5. Establishment of causal relationships between strengths, opportunities and possible disadvantages for the company.
6. Creating a template matrix for expert assessment of scenario decisions.
7. Assessment of changes in the internal environment of the company due to the adoption of a development scenario.
8. Making collective decisions with the introduction of brainstorming methods.
9. Determining the timing and steps for implementing the chosen strategy, forming a strategic map.

The company's strategy is considered adopted if it is fixed in the order of the head. The method for adopting a strategy in detail depends on the size and capabilities of the company, as well as on the radical nature of the predicted changes when adopting a new development option.

Formation of the project of events

The strategy combines the following points in the process of the action plan for the implementation of the strategy:

• company mission - a set of values ​​that the organization manages when performing its own work;
• organizational structure, which includes the division of manufactured goods or company services;
• competitive advantages - representing the advantages of the company, which can be opposed to rivals;
• products whose sale is the main profit of the company;
• resource potential - a complex of resources used in the production of products.
• intangible potential is the organization’s ability to attract investment and meet current needs.

The basic rules for a successful implementation

First, employees should be informed about goals, strategies and plans so that they not only understand what the company is doing, but also unofficially participate in the implementation of the development strategy, including developing responsibilities for this implementation.

Secondly, management should not only ensure the flow of all resources necessary for the implementation of the strategy in time, but also have a plan for its implementation in the form of target characteristics.

Third, the prerequisites are not implementation. They contain the following points:

• incomplete correspondence between the plan and the organizational structure;
• lack of awareness of all managers who are involved in the implementation of plans;
• incomplete study of issues of identification, provision and distribution of resources necessary for the implementation of strategies (including monetary and temporary resources, as well as personnel);
• low productivity of ways to track the productivity of implemented strategies and make the necessary amendments when deviations are detected;
• lack of responsibility, which is maintained throughout the entire period of its implementation (includes the responsibility of managers for their duties, the results of success or failure, a reward system, etc.);
• managers' reluctance to overcome resistance to changes that were associated with new strategies.

Adjustment

It is made as follows. First of all, control characteristics are reviewed. To do this, it becomes clear to what extent the chosen ones correspond to the desired ones. If a disagreement is found, the characteristics are adjusted. To this end, management compares selected goals with the current state of the environment in which the organization is required to operate.

It may happen that changing the criteria makes it impossible to achieve the tasks of measures to implement the strategy. In this case, they must be adapted. However, if the environment allows the organization to continue to pursue goals, then the adjustment process should be transferred to the level of the company's strategy. The revision of the strategy involves clarifying whether environmental changes have led to the fact that the implementation of the chosen strategy will become difficult in the future.

If so, then the strategy must be reviewed. If not, then the prerequisites for the poor work of the organization should be sought in its structure or in the information support system, as well as in multifunctional systems that ensure the organization’s activities.

Perhaps in these areas everything is fine with the company. Then the cause of the failure of the organization should be sought at the level of certain operations and actions. In this case, the adjustment is obliged to relate to how employees perform their work, and must be focused on improving the motivation system, increasing the qualifications of employees, improving the organization of labor and interorganizational relations, etc.

Conducting strategic control is extremely important for the organization. In addition, incorrectly organized audit work can create difficulties in the organization. Probable negative manifestations of the management system include the following:

• change of organization tasks with control parameters;
• extra control over the work of departments and employees;
• overloading managers with information that comes from the management system.

The organization’s management is required to have a clear position regarding the role and place of the system of controlling activities in order to perfectly cope with the solution of tasks that correspond to the general goals of strategic management.

Economic strategy and its implementation

An economic strategy develops rules and methods for achieving strategic objectives, taking into account the strategies of competitors. The connection in time and resources of such local strategic tasks allows us to achieve the global goal of the financial strategy - the creation and support of the company's competitive advantage.

An economic strategy is a combination of personal interconnected and interdependent components that were united by a single global goal: to make and maintain a high level of competitive advantage for the company. In other words, the implementation of an economic strategy is a system for ensuring the competitive advantage of a company.

The development of a company’s strategy is a single entity in a market economy. Since each enterprise is a complex functioning system, the company's strategy is analyzed using multifunctional options that reflect competitive methods for achieving the company's goals.

Development Strategy and Its Implementation

An important factor that deserves special attention. The strategy describes the following aspects of the organization in the process of developing and implementing the strategy:

• areas of work;
• tools for accomplishing tasks;
• external and internal positioning system;
• Company's mission;
• procedure of external and internal action on the company;
• social role of the company.

There are at least three prerequisites by which company management must decide on the development and implementation of its strategy:

• business executives and managers of any company should be well aware of their roles and opportunities in the long run, as well as be aware of what they have now, what they want tomorrow and how to achieve it
• owners' goals should be set out in such a way as to simply evaluate how feasible they are;
• business owners must agree on where and how their business will be located in the future.

Consider the step-by-step steps for creating a strategy:

• Analysis of the current state. It makes sense to evaluate the activities of the company for a certain period of time. In the analysis, it is necessary to take into account a number of characteristics: sale of products, profit, monetary potential.
• Combining company plans with its resources. Certain resources are needed to implement the strategy. Even if the ambitions of management are significant, but there are no means to fulfill them, the plan will fail. You need to find the best balance of desires and opportunities. To do this, there must be specific information about the available resources.
• Preparing for changes. As part of this approach, new positions are being formed, the personnel structure is changing.
• Risk study. At this step, compensatory measures should be outlined.
• Based on the data acquired during the operation of the company, the strategy is adjusted.

Social strategies and their implementation

In the general case, the implementation of a socially-oriented strategy is associated with the basis and development of a program of measures to ensure the normal course of the labor reproduction process on the principle of maintaining a suitable local climate.

The implementation of such action programs helps to increase the efficiency of the workforce of the company’s employees and, as a result, directly affects the course of the production process. The identification of social strategy as an independent multifunctional element is a necessity that arises from the realities of the present day.

The main components of the social strategy of a Russian company are as follows:

• Personnel development.
• The formation of the company’s personnel, which should anticipate intensive research on the labor market in order to assess in advance the possibilities of its staffing.
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Conclusion

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