What do we do with the strategy. What do you do with the strategy? Guide to the strategic development of the company. The link "diagnostics of the organization - diagnostics of management"

28.10.2019

Tigran Harutyunyan

What do you do with the strategy? Guide strategic development companies

Book Reviews

This is a much needed and desired book. I was among those who, over the years, urged the author, a brilliant practitioner and teacher, to write it. And it happened! A detailed, step-by-step and practical guide to developing a company strategy has been created. And at the same time on competent strategic consulting. Moreover, it is written in simple and figurative language, with examples and humor.

How is this book different from other strategy books? In short, everyone. Russian books on strategy with such a level of consistency, vivid imagery, taking into account Russian practice and features of Russian thinking, today there is simply no more on the market. It is necessary for innovative business. Students of the top IBDA programs of the Presidential Academy and other business schools of the country are waiting for it.

Sergey Pavlovich Myasoedov, Vice-Rector of the RANEPA under the President of the Russian Federation,Dean of the IBDA RANEPA, President of the Russian Associationbusiness education, doctor of social sciences. sciences, professor

While studying at the IBDA on the Executive MBA program, I read a lot of literature on strategic management. In my opinion, this book is the best I have ever read on the subject, especially in terms of its complexity and practical presentation.

I communicate with many managers. And I can say that leaders are often intimidated by the need for strategic sessions and group work in general. The book makes a very convincing case for this. I also noticed that managers do not see the challenges and trends of the context in which we are. The value of the book is that it explains that the entire process of working on a strategy is built in constant relation to the challenges of the external environment. And the challenges must be answered!

I also liked the fact that this is not a retelling of foreign sources, but first-hand information reflecting the experience of Russian companies.

I am sure that the book will be a great help for many entrepreneurs and managers.

Viktor Nikolaevich Baranov, General DirectorMoscow International Commodity and Energy Exchange,President of the Union of Independent Gas Producers

This book is a real guide for Champions! Accessible, stylish, succinct and deep about the difficult issues of change management in an organization. There is no "academic naphthalene" in the book, it is filled with the spirit of practices from real consulting life, creative seminars with real organizations, teamwork of real people. Everything is practical, well structured, interconnected and supported by the best concepts modern management. Yes, this is the product that you want to consume.

And this book is about Harmony, about how to strive for it.

In my work as the general director of an oil refinery, I happened to use the strategic hexagon of Tigran Harutyunyan in practice. I can say that it works - it transforms the organization and improves its results.

I'm sure for many business people, entrepreneurs and company executives in Russia book "What do you do with the strategy?" will become a real guide in business.

Igor Gennadyevich Kuzmin, Deputy DirectorDepartment for Development of Joint Oil Refining Projectsand petrochemical industry NK Rosneft, managing director of JV ROG NK Rosneft (Germany)

To my teachers - listeners and clients

This book is about success. Success associated with the constant development of your business and yourself. I `m teaching successful businessmen, top managers and have been working with the best companies from various industries as a management consultant. All these years, I often heard the same question: “Why haven't you written a book yet? You explain everything very well. Your material is well structured. You do not have any secrets, you tell us everything you know yourself, give examples from life. Why?!"

Any serious product must "ripen". And I started writing only after this feeling came. And do you know where I started? I collected and structured all the questions on the strategic development of the company that I was asked over the years. Is a strategy even necessary given how quickly the business environment is changing? Who is involved in the strategic process? For what period to develop a strategy? What is the founder/owner's role in strategy development? How do you know that the chosen strategy is the right one? What tools to use? How is the algorithm for working on a strategy built? How to implement it? Why doesn't it work? In the book, I answer these questions and reproduce the process of company development based on strategy. The way it happens in real Russian life with real organizations.

Tigran Harutyunyan

Book Reviews

How is this book different from other strategy books? In short, everyone. Russian books on strategy with such a level of consistency, vivid imagery, taking into account Russian practice and the peculiarities of Russian thinking to such an extent, simply no longer exist on the market today. It is necessary for innovative business. Students of the top IBDA programs of the Presidential Academy and other business schools of the country are waiting for it.

Sergey Pavlovich Myasoedov, Vice-Rector of the RANEPA under the President of the Russian Federation,

Dean of the IBDA RANEPA, President of the Russian Association

business education, doctor of social sciences. sciences, professor

I also liked the fact that this is not a retelling of foreign sources, but first-hand information reflecting the experience of Russian companies.

I am sure that the book will be a great help for many entrepreneurs and managers.

Viktor Nikolaevich Baranov, General Director

Moscow International Commodity and Energy Exchange,

President of the Union of Independent Gas Producers

This book is a real guide for Champions! Accessible, stylish, succinct and deep about the difficult issues of change management in an organization. There is no "academic naphthalene" in the book, it is filled with the spirit of practices from real consulting life, creative seminars with real organizations, teamwork of real people. Everything is practical, well structured, interconnected and supported by the best concepts of modern management. Yes, this is the product that you want to consume.

And this book is about Harmony, about how to strive for it.

I am sure that for many business people, entrepreneurs and company leaders in Russia, the book "What do you do with the strategy?" will become a real guide in business.

Igor Gennadyevich Kuzmin, Deputy Director

Department for Development of Joint Oil Refining Projects

and petrochemical industry NK Rosneft, managing director of JV ROG NK Rosneft (Germany)

From the author

To my teachers - listeners and clients

This book is about success. Success associated with the constant development of your business and yourself. I teach successful businessmen, top managers and for many years I have worked with the best companies from different industries as a management consultant. All these years, I often heard the same question: “Why haven't you written a book yet? You explain everything very well. Your material is well structured. You do not have any secrets, you tell us everything you know yourself, give examples from life. Why?!"

This book is not "for everyone". First of all, it should be read by the founders / owners of businesses; leaders, especially top-level; students of MBA and Executive MBA programs; management consultants. Moreover, if the book is of interest to teachers or students of economic universities and business schools, or readers who want to understand the practical issues of management, I will only be happy!

I am not a researcher, not a scientist. I am a practitioner! And practice is hardly possible without those for whom I live. These are my respected and beloved listeners and clients. I would like to express my gratitude to everyone who kindly agreed to act as a reviewer at the stage of creating the manuscript and made valuable comments on the content, composition and style of the book.

They are Yury Anisimov, Artem Arutyunyan, Lusine Arutyunyan, Yuri Vasin, Alexander Dubinkin, Oleg Dutko, Maxim Zolotov, Armen Kazarov, Natalia Kovaltseva, Xenia Kosousova, Sergey Kostromin, Leonid Krongauz, Vadim Mamontov, Irada Mehdieva, Sergey Myasoedov, Ekaterina Rumyantseva, Samokhina Olga, Ishii Seitaro, Seferyan Ashot, Franco Oleg.

Special thanks to Kosousova Marina. Without her support and participation, this book would not have been possible.

Good luck to you!

Tigran Harutyunyan

Prologue

Never talk to consultants

One day in the spring, at the hour of an unprecedentedly hot sunset, two citizens appeared in Moscow, at the Patriarch's Ponds. The first of them, dressed in a summer gray suit, was tall, trim, gray-haired, and elegant gold-rimmed glasses were placed on his well-shaven face. The other, a broad-shouldered, reddish, swirling young man, wore a polo shirt, white trousers, and white moccasins.

The first one was none other than Viktor Nikolaevich Skryabin, a well-known businessman, chairman of an industry professional association. And his young companion is Vadim Yuryevich Morozov, an entrepreneur, founder and CEO of the leading IT company BCM Technologies. Scriabin was the founder of Vadim's company.

Yes, the first oddity of this May evening should be noted. There was not a single person in the entire alley parallel to Malaya Bronnaya Street. At that hour, when, it seemed, there was no strength to breathe, when the sun, having heated Moscow, was falling in a dry fog somewhere beyond the Garden Ring, no one came under the lindens, no one sat on the bench, the alley was empty.

The companions sat down on a bench and started talking. This, as it turned out later, was about strategic management. The fact is that Viktor Nikolaevich instructed Vadim to prepare proposals for business development. Vadim prepared proposals. Viktor Nikolaevich did not like them. According to Scriabin, the proposals had to be written anew. And now the businessman was giving something like a lecture on management in order to highlight the basic mistake of the manager.

It should be noted that the businessman was a well-read man and very skillfully pointed in his speech to the works of the classics of management, while abundantly seasoning his speech with not quite normative vocabulary. The manager listened attentively to Viktor Nikolaevich, fixing his brown eyes on him.

Scriabin's baritone resounded along the deserted alley, and as Viktor Nikolaevich climbed into the jungle, into which he could climb without risking breaking his neck, only a very educated person, the manager learned more and more interesting and useful things about SWOT analysis, and about the models of Porter and Ansoff, and even about the lesser-known Tracy and Wissem.

And just at the time when Viktor Nikolayevich was telling the manager about the strategic architecture of Khamel and Prahalad, commenting in the spirit that “this is complete bullshit”, a man appeared on the alley.

He was taller than average. Dressed in a T-shirt with a huge image of a tiger, torn jeans and red loafers. Unshaven. Brunette. On the shoulder is a laptop bag. “Surfer,” Vadim thought, looking at the stranger's bag.

Passing by the bench on which both partners were seated, the stranger glanced sideways at them, stopped and suddenly sat down on a nearby bench, two steps away from his friends.

“You, Vadim,” Scriabin said, “you write very well and beautifully about the strategic vision. But the point is that all this is the invention of business school professors. They also need to earn money ... And also these consultants ... - Scriabin again switched to profanity.

And it was at this moment that Scriabin had to interrupt his speech, because the stranger suddenly got up and went to the businessmen.

They looked at him in surprise.

“Excuse me, please,” the approacher began, “that I, not being familiar, allow myself ... but the subject of your learned conversation is so interesting that ...

It must be added that the stranger made a disgusting impression on Vadim from the very first words, but Scriabin rather liked it, that is, not exactly liked it, but ... how to put it ... interested, or something.

- May I sit down? the stranger asked politely, and the friends somehow involuntarily parted; the stranger deftly settled himself between them and immediately entered into conversation.

- If I heard right, you said that the strategic management of the company is not needed in FIG? the foreigner asked, turning his left eye to Scriabin.

“No, you heard right,” Scriabin answered courteously, “that's exactly what I said.

You have no idea how many times I have heard this phrase! exclaimed the stranger.

"What the hell does he want?" Morozov thought and frowned.

- Did you agree with this? the unknown inquired, turning to the right to Morozov.

“It does,” he confirmed.

– Super! - the uninvited interlocutor exclaimed and, for some reason, looking around and muffling his low voice, said: - Forgive my obsession, but I understand that, among other things, you don’t believe in strategic management at all? - he made big eyes and added: - I swear, I won't tell anyone.

“Yes, we don't believe in strategic management,” Scriabin replied, slightly smiling at the surprise of the stranger.

Meanwhile, the stranger continued:

– But this is the question that worries me: if there is no strategic management, there are no patterns, then, one asks, who manages human life and the whole routine on earth?

“The man himself manages,” Morozov hastened to angrily answer this, admittedly, not very clear question.

- I'm sorry, - the unknown responded softly, - in order to manage, you need, after all, to have an exact plan for at least some decent time. Let me ask you: how can a person manage if he is not only deprived of the opportunity to draw up any plan even for a ridiculously short period, well, let's say a thousand years, but he cannot even vouch for his own tomorrow? And in fact, - here the unknown turned to Scriabin, - imagine that, for example, you begin to manage, dispose of both others and yourself, in general, so to speak, get a taste, and suddenly ... kheh ... kheh ... crisis ... - here the stranger smiled sweetly, as if the thought of the crisis gave him pleasure, “yes, the crisis,” he repeated the sonorous word, squinting like a cat, “and now your management is over!” Nobody's fate, except your own, no longer interests you. Employees begin to lie to you, you, sensing something is wrong, rush to a business school, then to consultants, and sometimes even to so-called trainers. Both the first and second, and the third are completely meaningless, you yourself understand. And all this ends tragically... Can you really say that it was you who ruled this way yourself? Isn't it more correct to think that someone completely different has dealt with you? - and here the stranger laughed a strange laugh.

- You, colleagues, as I understand it, do not smoke? - suddenly turned to his friends unknown, - do you mind if I smoke?

The stranger's cigarette case somehow did not fit with his casual outfit. It was big and metal. A large letter T, stylized as the Tyr rune, flashed on the lid. “A shaman, or what?” Morozov thought...

Then the stranger spoke again:

- Yes, there are problems in business, but it's not so bad. The bad thing is that sometimes problems happen suddenly, that's the trick! Sometimes you don't know what's going to happen even tonight.

"Some kind of absurd posing of the question ..." - thought Scriabin and objected:

Well, that's an exaggeration. Tonight I know more or less exactly. It goes without saying that if a brick falls on my head on Bronnaya...

“A brick for no reason,” the stranger interrupted impressively, “will never fall on anyone's head. In particular, I assure you, he does not threaten you in any way. Your business is in danger of something completely different.

“Perhaps you know what it is and can tell me?” Scriabin inquired with perfectly natural irony, getting involved in this really absurd conversation.

“Willingly,” said the stranger. He looked at Scriabin as if he was going to make him a suit, muttered something through his teeth: “Business is old ... Employees ... One, two ... Expansion, most likely ... three, four ... A bunch of symptoms of aging ... No strategy ... five, six ... evening - seven ..." - and loudly and joyfully announced: - In the near future, a competitor will unexpectedly overtake you!

Morozov widened his eyes at the stranger, and Scriabin asked with a wry smile:

– And who exactly? Americans? Or maybe the Chinese?

- No, it will. Russian company. Annushka LLC.

- What these? Scriabin was indignant. - They're in the garage. And they are not our competitors at all.

“What other competitors,” the stranger objected firmly.

- Why?

“Because,” the foreigner answered, and narrowing his eyes, he looked up at the sky, where, anticipating the coolness of the evening, black birds were drawing noiselessly, “that Annushka LLC has almost finished writing new software. And not only to write, but also to test. So that…

Here, as one would expect, silence reigned under the linden trees. The silence was broken by a stranger.

“Excuse me for forgetting to introduce myself in the heat of our argument. Here is my card, passport and an invitation to come to Moscow for a consultation,” the stranger said, looking shrewdly at both businessmen. Morozov managed to make out the printed word "professor" and the initial letter of the name - "T" on the card.

- Are you invited to us as a consultant, Professor? Scriabin asked.

Yes, a consultant.

- What is your specialty? Scriabin asked.

“I am a specialist in magic.

"On you!" - knocked in the head of Viktor Nikolaevich.

- And ... and you were invited to us for this specialty? he asked, stuttering.

“No, it’s a joke,” the Professor laughed and explained: “There’s one famous company a new impetus for development is required. So they want me to help them. I am one of the few specialists in the world.

And again, both the businessman and the manager were extremely surprised, and the Professor beckoned both to him and, when they leaned towards him, whispered:

– Keep in mind that strategic management works.

“You see, Professor,” Scriabin replied with a forced smile, “we respect your great knowledge, but we ourselves adhere to a different point of view on this issue.

“You don’t need any points of view! replied the strange Professor. It just works and nothing else.

“But what the hell is needed is some kind of proof…” Scriabin began.

“And no evidence is required,” the Professor answered and spoke softly: “It’s simple: you just have to take it and try it…”

Strategy: pros and cons, why, for what?

What is the organization's strategy for?

What arguments can be given "for" and "against"?

What is the rationale for strategic management in terms of the internal and external environment of the organization?

Project start

“It's simple: you just have to take it and try it,” said the Consultant. Together with Scriabin and Morozov, they were sitting in the office of BCM Technologies. It should be noted that there have been dramatic changes in the Consultant's appearance. He was clean-shaven, dressed in a suit and tie, even cufflinks. Thank you for taking the time to continue our conversation. What will we discuss?

“Professor, you are talking about strategic management,” Scriabin began. – You see, I have an excellent business education, I have read a lot of books on strategic management. We even tried to do some things with some success. At the same time, the feeling that all this is terribly far from life does not leave me. Especially ours, Russian. And right here I can give you a lot of arguments against the need for serious strategic management.

- Me too! exclaimed the Consultant. He had a tablet in his hands. - A little later, I will provide you, colleagues, with a large structured list of all kinds of arguments against strategic management. Now, let me give you a snippet. So, let's begin! – and the Consultant began to speak and show.

Does an organization need a strategy? Arguments against"

"Devil's Advocate" - in modern parlance, this term is often used to refer to people who defend a position that they themselves do not necessarily adhere to. Sometimes they do it just to argue, sometimes in order to identify possible logical flaws in their own position or try to prove their case “by the contrary”.

Wikipedia

So does an organization need a strategy or not? Sometimes it's very helpful to become the devil's advocate and look at the issue from the opposite point of view. I tried to systematize the key questions and doubts related to strategic management. And that's what happened.

Strategic management of the organization is not needed. And that's why:

1. The external business environment is changing too fast. It has become commonplace to talk about its unpredictability and "turbulence". Under such conditions, planning for any long period loses its meaning. Life will simply move forward while we think about the future.

2. Here you can add the notorious "Russian specifics." The political, economic and legal situation in Russia is changing even faster than in the global environment. So there is no strategy here...

3. And yet everything is decided by the administrative resource. So it is necessary not to deal with the strategy, but to “bring in” correctly.

4. Strategic management is based on market forecasts, on understanding trends... At the same time, all forecasts are not worth a penny - a few months before the last crisis, analysts cheerfully predicted the growth of indices of leading exchanges, etc.

5. What is the strategy in a crisis?! You have to spin here!

6. Strategic management is the lot of top management. No need to involve cleaners in the strategic process! However, top management can develop any kind of beautiful strategies. They are not implemented later, because the middle management (lazy parasites) should implement the strategy. And middle management is only interested in solving short-term problems (bonuses are paid for the result) and in drinking on Friday nights. Not only that, when you involve them in working on a strategy, they turn up their noses and begin to demand more for themselves.

7. Also, the strategy can be opposed by “old-timers”, carriers of technological competencies who are afraid of change.

8. The level of development of our managers is too low to seriously engage in strategic management.

9. Attempts to build a company's strategy often end in a scandal and showdown among the owners or between the owners and top managers.

10. To development strategic plans often involve external consultants. Consultants do their job and leave, and the strategy is shelved. After all, an external specialist is not interested in the implementation of this strategy in any way and is not responsible for the results of his work.

11. Our businesses are still too young (both in time of existence and in terms of phase life cycle) to engage in strategic management seriously.

12. Our businesses are very leader-centered. What the hell is the strategy, if everything in the company is decided by one person - the Founder (he is also the General Director, President, Leader and, in general, of All Russia). And the Founder's plans change every day and in general a bunny dances in his head ...

13. Perhaps a multi-volume strategy is needed for large public companies to splurge on minority shareholders. Medium-sized businesses, and even more so small ones, do not need a strategy at all - we will sit down with the owners and decide everything.

14. My employees complain that they do not know the priorities of the company: as a founder, you see, I did not show the future of the company at least five years ahead. Bullshit! They know everything, they just do not want to work, so they are looking for excuses. And hide behind the strategy.

15. And we are generally monopolists in our market and have a good administrative resource. Why do we marketing strategy?! So and so all our clients ...

16. To build a good strategy, you need to involve employees. To engage employees, you need to train them. We don't have the time or money for that. Yes, and I don’t really want to teach them - they will learn and go to competitors. Or they need more money.

17. In nature, there are a lot of companies that have no strategy, but meanwhile they are successfully developing.

18. A lot of books have been written on the topic of strategic management, and all of them are very thick, but there are practically no examples of successfully implemented strategies ...

So, colleagues ... This list, as you understand, can be continued indefinitely. I have brought here only the main objections. Try to refute these theses yourself!

Does an organization need a strategy? Arguments for"

Death does not warn anyone of its plans. What you have in mind today, do it today.

MC Hammer, musician

In the previous chapter, we tried to become "devil's advocates" and considered the arguments against strategic management. At the same time, questions and objections were cited that can be heard in the classroom at a business school and in real life. We got 18 arguments against. Let's try to rephrase them so that they sound "for".

1. The external business environment is changing too fast. It has become commonplace to talk about its unpredictability and "turbulence". It is in such conditions that strategic management is especially important, since it "accustoms" the company to constantly monitor ongoing changes, respond to them, and even better - anticipate or initiate.

2. Yes, life in Russia is more unpredictable than “on average”. Moreover, the company must learn to constantly keep abreast and respond to changes or initiate them.

3. Nobody canceled the administrative resource. And, unfortunately, you have to “bring in” ... The question is how competitive the company is, all other things being equal (“bring in” many). And competitiveness is directly related to the presence of a clear strategic course. After all, in many ways, the company's strategy is how it competes.

4. Strategic management - not long-term market forecasts! Indeed, predictions rarely come true. The task of management is not to predict, but to anticipate trends. Look not backwards (as analysts often do), but forward: tomorrow's customers, tomorrow's markets, tomorrow's opportunities.

5. Crisis - best time to strategize! At one of the classes, the students voiced a very valuable idea: in a crisis, we follow the same steps strategic process, just spinning faster. And in a crisis, the role of a clear strategy in terms of cohesion and integration of all employees of the company is difficult to overestimate.

6. The question of who exactly to involve in the development of the strategy is worth a separate serious discussion. Sometimes it's not a sin to involve cleaners. As for middle management, it is up to them to implement the company's strategy. Middle management is the "salt of the earth", so you can't do without it! An organization in which a normal strategic process is built has a clear idea of who and in what elements of the strategic process should be involved. From my experience, I can say that companies master this skill quite quickly.

7. “Old-timers” with technological competencies can bring a lot of useful things to the strategy development process. Yes, they are afraid of change. But it is the responsibility of top management to show the need for change, as well as the benefits that a normal strategic process can bring to all groups of goal bearers in the company.

8. The normal strategic process is a great tool for improving the skills of managers, a great option for “learning by doing”.

9. If you do not engage in strategy, the likelihood of scandals and showdowns between owners or owners and top managers increases dramatically. Moreover, if you miss the moment when it needs to be done urgently, it may be too late. In general, a clear picture of the future, which shows the interests of all groups, primarily owners and tops, is an excellent foundation for reaching mutual agreements.

10. The strategic process, like a number of other organizational development processes, is a kind of marital duty. It cannot be outsourced! Yes, it is possible and necessary to involve external consultants. But it is important that the company develops and implements the strategy itself! A good consultant only provides the process methodologically and technologically, and also, which is very important, introduces the position of an external, unbiased observer.

11. Of course, Russian business is still too young (both in time of existence and in terms of the phase of the life cycle). Of course, not all companies need an institutional, serious strategic process. At the same time, mastering the methods of strategic management gives management the opportunity to choose tools that correspond to the stage of development of the organization.

12. Yes, our businesses are very leader-centered. Yes, the founders (tops) have a bunny dancing in their heads (otherwise, by the way, they would not have become the founders of the business, and we should not forget about that). A good strategy allows you to bring much-needed order, bringing the positions, points of view, and vision of the founder closer to those of employees and managers.

13. Multi-volume strategies are not needed by anyone - neither public companies, nor even small and medium-sized businesses. Life really changes very quickly! And "strategic development" departments are often bureaucratic structures that eat away the organization's money. And again, we touch on the topic of what and to what extent each particular company needs. As for “sit down as owners and decide everything”, it is still better to do this using tools and technologies, and not “on your knee”. Although sometimes it can.

14. Of course, the word "strategy" is worn out. Of course, employees often mean something completely different when they say the word “strategy”. Moreover - a good reason to sit down and figure it out! As Rene Descartes said, “Define words correctly and you will free the world from half the misunderstandings.” And there are indeed misunderstandings! Employees pronounce the word “strategy”, the founder starts to get angry, polemics begin ... Rather than argue, it’s better to agree on terms, and then systematically implement everything!

15. If clients come to you solely due to administrative resources or if you are a monopolist, it is not clear why you are still reading this text. But consider: do you really have no competitors? Who is your client anyway? And what does he buy from you? And what can replace it? And what is your market? And what happens if you and your business are gone?

16. In the nineties there was a commercial in which one of the characters said: “You need to feed better, then they won’t fly away.” I'm not talking about paying more trained employees. If a company teaches employees and at the same time does not learn, does not develop itself, disharmony will naturally arise. Once again, the question is not to pay trained workers more! But they need to feel comfortable in an organizational context. This is a complex issue. It is very important to follow the principle “do what you preach” here. To have a system of values, not just declared, but acting. As far as employee training funds are concerned, I repeat, the strategic process is a great opportunity for “learning by doing”. A normal business will always find funds for adequate investment in the development of employees and managers.

17. Are you sure that successful companies no strategies? Why do you think so? And what do you mean by "strategy"? Multi-volume work? Read the biographies of great entrepreneurs and managers and you will see! Everyone had a strategy, at least at the level of vision and values!

18. Books on strategic management are a separate story. Indeed, most of them are unreadable. At the same time, the science of strategic management (forgive the reader for such a pretentious turn) provides an extensive toolkit of concepts, methods and approaches. Just use it. Nobody will do this for you.

Dear colleagues! I'm sure you have a lot of questions. The topics that we touched on are very deep. So let's start breaking them down...

The need for a strategy through the eyes of a consultant

- Eighteen points "against" and the same number "for" - a lot. And yet, as a consultant practitioner, can you briefly justify the need to develop a strategy? Very short? asked Vadim Morozov.

- With great pleasure! the Consultant replied. - And just as a practitioner, I will say the following.

There are at least two serious arguments. One concerns the internal environment of the company, the second - the external one. From the point of view of the internal environment of company management, strategy is one of the best integrators of the target structure of the organization. From the point of view of the company's activity in the market, engaging in strategy stems from the need to be proactive, to move forward all the time, not to wait for changes, but to anticipate them. In other words, strategy is an impulse, an impetus to development.

Let's take a closer look at both arguments.

What is an organization? There are many definitions, models of organization - serious and not so. For example, an organization can be viewed as a collection of carriers of different goals. I emphasize different. Why, then, the carriers of different goals unite in an organization? Because they can achieve their goals only together. Moreover, as a rule, the achievement of the goals of each group directly depends on the achievement of the corporate goal.

You can, for example, draw such a picture.

Here are the main groups of goal bearers in the organization: business as such, shareholders, employees and management. Naturally, the target structure of any real, especially large, organization is much more complicated. But even this simple model will allow us to see the role of strategy in terms of the company's internal environment.

What does your company need? What is its main goal? Often the answer is "profit". This is the wrong answer! What if the organization is non-profit? Church? Political Party? Or a family, for example? What will be the common goal for all these organizations? As Peter Drucker said, "The purpose of a business is to create customers." The client is what matters. This is equally important for business, and for the church, and for the party, and for the family. Clients, many clients happy clients. And the key issue here is returning customers, or repeat sales. This problem is relevant for an organization at any stage of development, from a startup to a giant corporation. What will the resale mean, for example, for a family? Dad comes home in the evening, although he has alternatives. This means that the family as an organization is doing its main function well. Having alternatives is very important. If you are a monopolist, customers are actually your hostages and will simply be forced to come to you again and again. But if you have competitors, and the client still comes to you, then your business is wealthy.

Business thinks about today's customers, about having customers tomorrow too. But what about profit? But profit is primarily of interest to another group of goal carriers - shareholders (investors). Investments are investments of any value in order to obtain greater value, or profit. Otherwise, this is not investment, but spillikins. The next group of goal carriers is employees. Here, in general, everything is simple. Remember Arkady Raikin? “What will the state benefit from me if I don’t go to work at all! But on the fifth and twentieth, let them bring everything home to me” (if anyone has forgotten, the “fifth” and “twentieth” were the days of the advance payment and salary). So the main goal of an employee is to earn more and work less. And I also want a social package and guarantees of the future (I remind you, I exaggerate).

And finally, management... Color, the elite, the most enlightened and motivated group of goal bearers. What is the main goal of managers? First of all, they have a main internal client - a shareholder who has hired managers as managers. At the same time, managers must take care of the business as such - about its customers, about development, about internal systems and processes. Managers also work with employees and supervise them. It can be said that, in fact, management balances the interests of other large groups of goal-bearers - business, shareholders and employees. And these interests do not coincide! It is no coincidence that a swan, a pike and a crayfish appeared in that picture. Everyone pulls in their own direction, and this is natural. Once again: each group has its own interests, and they do not coincide. They are in conflict! This is dialectic. We will invest more in business development - there will be less profit for the investor. We will pay more employees and invest less in business development and marketing - we will begin to lose customers. And then - the most interesting. Will management be able to balance this very conflicting construction? It is not for nothing that the term “limited optimization” has become fashionable in the last decade, implying the achievement of a balance of interests of all “interest groups” of the organization. Why limited? Because achieving the maximum satisfaction of all "interested groups" is impossible in principle.

A high-quality, well-designed strategy that takes into account the interests of all interested groups (or groups of goal-bearers) unites the organization. With a strategy, the business sees its future customers, the shareholder sees its future profits, employees see guarantees of stable income and social benefits, and managers see it all together. Therefore, we say that the strategy is an integrator of the target structure of the organization.

Now about the external environment. Strategic development as an ongoing process makes the organization proactive. The prefix "pro" means "before", "before", "in advance". There are three levels of activity here. The first is non-active. Inaction. The second is reactive. After-action is a reaction to changes that have already occurred. The third is pro-active. Pre-action. You can use the following metaphor to illustrate different levels of activity. Imagine that you are in a mountain river, in a turbulent stream. Non-active - you just don't do anything. You can grab onto the nearest rock or snag and hang from there. A stream rushes past you, everything changes, and you are frozen. You can let go of your hands and swim with the stream, helping yourself a little so as not to run into the stones. This is the second level - reactive. Already better! You have started moving. But your speed is limited by the flow rate. And finally, the third level is proactive. You can row harder, or you can get out of the river altogether and go the other way.

So, from my point of view, the constant engagement in strategy gives the company a constant impetus, proactivity, which encourages action, and proactive ones at that. I think the managerial value of being proactive is hard to overestimate.

Is it possible to start the strategy right away?

“Well, Professor, you have practically convinced us,” Scriabin said thoughtfully. - Tell me, do you promote strategic management in this way, because you teach it and sell it as a consultant?

The consultant smiled.

- Well, let's start with the fact that strategic management is far from the only technology in my arsenal, which has been developing for many years. And as for the reasons why I promote the strategy, the causal relationship is built exactly the opposite. I teach a strategic management course and use it in my work because I sincerely believe in it. Otherwise I would not have led, rest assured!

- Okay, I understand. Vadim, what do you think? Viktor Nikolaevich asked.

- What is there to think about, what to do! Vadim readily answered. - Let the Professor tell you how much it will cost, who needs to be involved, how long it will all last, and we will think.

- So, colleagues, you have decided to start building your company's strategy and want me to help you with this? the Consultant asked.

“Well, yes,” the partners answered almost in unison.

- Alas, it will not work! I don't think that your company is ready like this, right away, to start setting up serious strategic management.

- But why? Vadim was genuinely surprised. - We have enough successful business, hundreds of employees, we are more than ten years old, and all this time we have been growing, despite the crises and everything that is happening around. Yes, and we have experience in training, teamwork. Why do you think we can't do it? Surprise and resentment sounded in Vadim's voice.

- Tell us a little about your business. What are its directions, the management structure, how many employees do you have, what have you already tried to do in terms of the development of the company. Anything you consider important, the Consultant asked.

And Vadim began to talk. From time to time he was interrupted by Viktor Nikolayevich, making remarks concerning mainly business development. And he did it very emotionally. Sometimes the Consultant also asked questions, as if in a fluent conversation. Vadim's story took about an hour ...

- Well, colleagues ... Everything is about as I expected. Remember, then, at the Patriarchs? The consultant smiled enigmatically. - Let me tell you a little about the concept and philosophy in which I have been working lately, and then together we will decide what to do, okay?

Getting ready for the strategic process

How to develop an organization?

Most people spend their lives in captivity because they live only in the future or the past. They deny the present, although the present is where it all begins.

Carlos Santana, musician

Why do attempts at deep organizational change fail?

What is deep organizational transformation?

What happens during a deep transformation?

What is the role of strategy in organizational transformation?

– Why do many attempts at organizational change fail, including attempts to introduce strategic management in the company? the Consultant began. – One of the most serious reasons is the lack of a clear understanding of where the organization and its managers are now. It's like treating a person without a diagnosis. Imagine you are visiting a doctor. The doctor begins by asking: “What are we complaining about?”. What follows is a long and serious conversation. The symptoms are clarified, the patient's feelings, perhaps tests are done. And only after the diagnosis is made, treatment begins. Often it turns out that the patient, for example, complained about the stomach, but in reality he has problems in a completely different place. Already in the process of treatment, diagnoses are made again, there are conversations on the topic “patient, how do you feel?”.

It's the same with organizations. The organization is not a mechanism, but an organism in which everything is very closely intertwined. And the symptoms observed in organizations do not always point to the immediate cause of problems. For example, employees complaining about a lack of strategy can actually mean anything from “non-transparent decision-making,” “little teamwork,” “poor management decisions” to the banal “not paid enough.”

Therefore, if we want to change something, including initiating the process of strategic development in the company, we need a diagnosis. Detailed. Accurate. Actual. As objective as possible. Then it will be possible to make a plan of "treatment".

There are many approaches to developing organizations and managers. I will draw on the theory, methodology and tools of IIOSS.

IIOSS is an international consulting company headquartered in Tokyo. The company offers methods and tools for diagnostics and development of organizations and managers. In short, IIOSS helps organizations achieve maximum "performance", or get the most out of organizations and employees.

When creating the theory, methods and products of IIOSS, we proceeded from the “signals” that we constantly receive from leaders:

Everything should be simple and fast.

We want real change, not just consulting or training or education.

There is no time for long strategic plans.

Everything should be intuitive to managers.

Let's take a look at the organization development algorithm as a whole (we will also call it the "organizational transformation algorithm"), and then we will describe all its stages.

As already mentioned, when working with an organization, it is best to use a "medical" approach - first the diagnosis, then the treatment. It all starts with Deep Diagnosis. Ideally, both the organization as a whole and the “Management” component should be diagnosed (organizational components are described below in the “Organizational Model” paragraph). After that, team work begins with the symptoms identified during the diagnosis (“Pre-transformation”). This work can take up to a year. During this time, the company's management develops, the level of teamwork grows, and the organizational culture changes.

The next step is to build a new strategy for the organization, form a new structure to support the new strategy, and build a system of universal responsibility/accountability (“Transformation in SeiJuku”). On such a base, you can play the games so beloved by our managers: enter KPIs, build motivation systems tied to the results of the entire company, etc. Most likely, the new organization will have an updated information system.

Structurally, the transformation of the organization is as follows:

Diagnostics of the organization and diagnostics of management.

Pre-transformation (preliminary transformation) of the organization.

Development of management, changing the culture of the organization.

New strategy, strategic guidelines.

New organization structure.

Overall responsibility / accountability of management.

Reward system.

Information system.

In this way, we act on key areas of the organization with one main goal: to transform the organization and enable it to be at the highest level of "performance".

Now about the key steps of the algorithm in more detail. We will give great attention diagnostic phase, as it is the cornerstone of organizational development. And without it, we are unlikely to build a new strategy.

Diagnostics

What parts of the organization should be diagnosed?

What model do we use to describe the organization? How does the model relate to the strategic development of the organization?

What is a management code? How is -code related to strategy?

How are organizational life cycles described in the IIOSS model? What is SeiJuku (peak shape)? Why is strategy absolutely necessary at certain stages of a company's development?

How does the IIOSS methodology describe organizational behavior? How is management style related to strategic development?

Organization diagnostics

Where do we start?

- Where do we start anyway? - Scriabin and Morozov showed obvious impatience. - The general algorithm, the sequence that you described is more or less clear to us and looks quite logical. I would like to start already ... How long will all this last, how will we diagnose, whom to involve?

- I propose to start with the choice of an organizational model, - the Consultant replied. – Which model will be used in the diagnostics? To solve this, we need a little familiarity with the organizational model, the management code and the life cycle model.

Organizational Model

In nature, there are many models of organizations. Simple, complex… Why did you need another model? I remember once during an interview I was asked: what is the difference between your model? The question was somewhat unexpected… When you love something, use it, you don't always think about such questions. But I answered! I said that our model is consulting. It is not theoretical, not academic. We did not have a goal to surprise or amaze anyone. "Consulting model" means applied in nature. This is a model for those who actually work with change in organizations. Moreover (and we will see this later), such a model, in fact, contains an algorithm and a sequence of organizational transformations.

In the IIOSS organizational model, an organization is considered as a set of ten components:

Market/customers

Technology/Product

Employees

▪ Management

– Environment/culture

– Goals/strategy

– Tasks/structure

– Rewards

– Information

We usually use the following picture to represent the organizational model. The picture symbolizes the dynamic interaction of the components.

A component is something that is inherent in any organization, regardless of size, industry, organizational culture. For example, any organization has customers, a market; technologies that create value for the client; employees who create this value; finance; tasks, tasks that are part of the structure, and so on. The components are related to each other. And they are changing! Changes occur under the influence of both internal and external factors. For example, changes in the market affect the "Market/Customers" component, and this can lead to changes, for example, in the "Technology/Product" or "Goals/Strategy" component.

The driving force behind the development of an organization is management. Development is the area of direct responsibility of managers, leaders of the company. However, in many cases it is management that is main reason the decline of the organization. That is why it is given special attention in the IIOSS methodology. You saw that management is highlighted in the list of components - it is shown with an indent. It is like a gateway from functional components (market, technology, people, money) to higher-level components - culture, strategy, etc.

Organizations are simply forced to constantly change as the environment. Changes in the external environment cause changes in the internal components of the organization, giving rise to problems / disharmony, which simultaneously act as potential points of development. One of the main tasks of management is to identify all types of disharmony in the organizational components and actions to minimize them.

Management must do this all the time because organizations are constantly changing throughout their life cycle.

-management code

Let's talk about -code management. We will need it both at the diagnostic stage and at the stage of building and implementing a strategy.

Everything that management or a manager does can be described by answering four simple questions: what? as? why (when)? and who? In IIOSS they are called the four dimensions. Let's "breathe life" into each of the letters together.

Let's take a look at these four dimensions of management with a specific example. Take my favorite, a horse manure cleaning company from the streets. Let's imagine: you and I live at the beginning of the 20th century and you have a business of cleaning horse manure from the streets. Things are going great. You have a clientele, they love what you do. Not only do they constantly contact you, but they also recommend you to others, and new clients are also ready to order your services. This indicates that you are successfully coping with function [A]. By the way, this is very important point. One often hears the question: “What is the mark of a successful organization?” This is usually referred to as "profit". Not! Let's recall our conversation with you about groups of goal carriers. And if you non-profit organization and do not set yourself the goal of making a profit? For example, a church, or a public organization, or a family... Clients are what matters. I would put this parameter in the first place - the successful execution of the function [A]. Repeat sales, returning customers. This parameter is almost equally important for both a very young company and an established one.

However, is it enough for management to perform only function [A], that is, the main function of the organization (customer satisfaction)? Let's say you have a competitor. You and he have about the same number of units of manure removed. And customers are just as happy with it. But he has half as many employees and much less equipment. In other words, he achieves results with fewer resources. This is the second function of management - [R]. Regulation, ordering, systems, structures. The [R] function ensures our efficiency, that is, it helps to reduce the “result / cost” ratio (we are talking about costs in a broad sense, of course).

Move on. So, you are fine with the functions [A] and [R]. You have satisfied customers, and efficiency suits you... Are these two functions enough? The answer is yes, if nothing changes. If customers, competitors, technologies, environment do not change. If your goals don't change, finally! You can fix everything once and for all and continue to enjoy life. But it doesn't happen, fortunately or unfortunately... You remove manure and don't notice that someone has invented a car, and soon you will simply have nothing to remove from the streets. So you have to look around. New technologies. New goals. New markets. New opportunities, threats, risks... And the third function of management is responsible for this - [C]. What will happen tomorrow? What must we do today to be successful tomorrow? How can we understand today what our tomorrow's customers will need? What needs and how will we have to satisfy?

And finally, the fourth function - [U] - association, integration. This is one of the mysterious features. I will express a seditious thought: in principle, you can do without it at all. Provided that you consider your organization as a mechanism consisting of parts interacting with each other in a certain way. Like an alarm clock, for example. He works! But only until one of the parts fails. Then it stops, that is, the whole system stops. It's the same with organizations. If you manage, relying solely on systems, rules, regulations, procedures, any unforeseen situation will lead to a total stop. After all, there are no regulations or procedures for it! And people cope with unforeseen situations. And function [U] is people. What happens between people. Team interaction, team spirit, mutual assistance, the ability to solve difficult problems together. Finally, the culture of the organization, its ideology. These are not empty words and not a tribute to fashion! It is practically impossible to bring a company to the “peak of form” if nothing connects people in this company. Why are business organizations so short-lived and so tenacious, for example, religious ones? Precisely because the latter are initially based on a strong unifying principle - the [U] function.

The code can be represented as a pie chart. The ideal is a circle, or a wheel that will roll evenly and smoothly. But that doesn't happen. Firstly, it is not always and everywhere necessary to perform all the functions belonging to the four dimensions “in full”. There are always priorities. Secondly, there is little ideal in management. Everything is more or less (more or less). Therefore, the task of any manager is to see the functions, distribute them by -dimensions, prioritize and perform the most important ones.

Code is one of the fundamental elements of IIOSS. If we consider, for example, the context in which the organization is located (and this is part of the strategic process), then we will also see -elements. economy, current conjuncture can be attributed to dimension [A]. Politics, legal system - to dimension [R]. After all, this is what creates the rules of the game, the framework, the restrictions. Technology, development, innovation can be attributed to the [C] dimension. And, finally, society, people are the [U] dimension. It is very important to feel this already at this stage of work on the strategy. Through -dimensions, we seem to bind all the elements of the organization and its context. Now we go deeper - from the context to the organization itself. The organization as a whole also has its -code, or set of functions, related to each dimension. Next is the level of divisions, or business units. There is a code there. Thus, going deeper, we can reach each employee.

It can be pictured like this.

You see that different levels(environment, context of the organization, the organization itself, its divisions, etc.) are nested in each other, like nesting dolls. And they interact!

Everyone has their own -code, in other words, a set of functions performed in accordance with each of the four dimensions. And now be especially careful! We say there is a code desired and actual. For example, how an organization should perform its functions and how it actually performs them.

Now that we have an understanding of -functions, we can talk about organizational life cycles and then about managers. After all, we agreed that it is management that is the driving force of the organization, but it can also cause failure ...

Life cycle model

Being at the top is like taking drugs. After your body, your nervous system, reaches a peak, a fall will invariably follow. It cannot be otherwise.

Arsene Wenger, football coach

There are many models of the life cycle of organizations. Complex and very complex. Academic and aspiring practical use. Our model is aimed at practical use by managers.

What are lifecycle models for? Let's go back to medical analogies. You will not diagnose and treat a small child and an adult in the same way! For example, the interpretation of symptoms will look completely different: after all, indicators, symptoms that are normal for a child may be unacceptable for an adult. And the treatment regimen is also likely to be different. It's the same with organizations. Each has its own “age” (the word is quoted, because in this case we are not talking about age in the literal sense, but about a certain level of development). At the same time, you see, even people of the same age have different levels of development (physical, emotional, mental).

In the IIOSS life cycle model, we consider five main phases of the life cycle: Formation, Expansion, Transition, SeiJuku (“harmony”, “peak shape”) and Saturation / Aging. There are so-called walls (kabe) between the phases. Moving from phase to phase, the organization sort of "climbs" over these walls.

Each of the five main phases is also characterized by the state of health of the organization. In the IIOSS methodology, we consider three levels of health - green (excellent), yellow (moderate) and red (critical).

Consider each of the phases and at the same time find out how the strategic process looks in each of them.

Perinatal period: dreams and expectations

This is the phase that precedes the emergence, the birth of a business. The main challenge for a founder of a company when approaching the first kabe (the wall between Perinatal and Formation) is to set adequate expectations: the higher the expectations, the higher the commitment to the business must be. Otherwise, everything will remain just a dream.

In this phase, the strategy looks like a dream. This is what the founder cherishes and cherishes. What do you think about at night. This is the creative function [C]. So the strategy in this phase comes down to basically the dream of the founder. Attention! This does not necessarily mean that at this stage the company does not have a structured, well-written strategy. I would say that the dream is more important. Although, perhaps this is a consequence of my personal management code.

Shaping: Commitment Proportional to Expectations

No matter how an organization is born, there is only one way to succeed - to work and achieve results! The Formation phase requires tremendous commitment from everyone involved with the company and its founder.

At this stage, the organization is actually in the captivity of customers - survival directly depends on the degree of satisfaction of their requests. Therefore, there is no time for a structured strategy. Again, that doesn't mean it's not there at all! The strategy lives in the soul and mentality of the founder. It is the founder, his faith that forms the commitment of all employees. At this phase, the function [A] dominates. Satisfying clients, fulfilling promises, finally taking risks... The very fact of creating a business, moving from Perinatal to Formation, is a risk.

Remember? Combination of [C] and [A], creativity and risk.

Expansion: escape from the tenacious embrace of customers

So, the company took place! Products and production are relatively stable, customers are more or less satisfied, cash flow under control. We are starting to grow rapidly. This means that the company is moving into expansion. The main driving forces in this phase are the past success of the company, as well as new opportunities that constantly arise. Management embraces a heady sense of success: "We can do anything!" This leads to frequent changes in organizational priorities.

The strategy looks exactly the same. Success inspires! If you ask the founder, he will most likely say that the strategy exists, but not everyone knows about it. Or they know 70% (this is interesting: most founders will tell you exactly this figure). However, in the vast majority of cases, there is nothing on paper. And how can it be if priorities are changing at a cosmic speed?! This phase is the finest hour of the founders. Here you can turn on [C] at full power. After all, now there are no restrictions inherent in the Formation phase - lack of resources, dependence on clients and other contractors. And the organization begins to grow chaotically in all directions.

And here - attention! – for the first time we are faced with the need for a structured strategy. The growth of the company must be structured, framed, streamlined. Otherwise, the organization will never move to the next phase. And for this strategy is simply necessary!

Transition: Learning to Say No to Some Opportunities

An organization in the Expansion Stage is characterized by arrogance, uncontrolled rapid growth, centralized decision making, and a lack of structure, systems, and policies. In such an organization, a crisis can easily break out. Management feels that the company is out of control. It is necessary to make the transition from a founder-driven organization to a professionally managed organization.

The basis of this transition is the strategy of the organization. Real strategy! With all the elements worked out, developed with the participation of management, understandable to everyone. Above we got acquainted with the model of transformation of organizations. We now know about kabe, "walls" between phases. So, overcoming these walls is primarily associated with a change (or at least a clear formulation) of the company's strategy. Further structure, rewards, information system ...

In this phase, the function [R] – regulation, ordering – becomes key.

Founders hate going into this phase. I think now you yourself can answer why ...

SeiJuku ("harmony", "peak form"): do not waste energy on internal conflicts

In this phase, all systems of the organization are harmonized. Flexibility and control, innovation and manageability, freedom and responsibility/accountability. However, maintaining this state is more difficult than achieving it. Champions have to put in a lot more effort to stay first than they did when they won the championship. The organization must make constant changes in order to remain at its "peak shape". Pay attention to the words of Arsene Wenger at the beginning of this chapter: he is not the only one who thinks so!

As for the strategy, I think it's obvious. A company in SeiJuku has a clear, understandable, structured strategy; it fully operates the mechanism that I call "strategic development of the organization." The organization both leads the market and follows it.

Saturation/Aging: A wall you don't have to climb over!

After being in the SeiJuku phase for a while, a company can easily slip into the Saturation/Aging phase if it doesn't consolidate the achievements of the previous development phases. There are a number of reasons for aging: a management style that is inadequate to the phase of the life cycle; imbalance of organizational components; organizational fatigue; complacency in the analysis of their position in the market.

As you now understand, the Saturation/Aging stage organization will have a very beautiful strategy. With many numbers, indicators, coefficients, kipiai; Another question is that, most likely, no one needs it at all. Or rather, it is necessary - to throw dust in the eyes of shareholders (and to calm ourselves, too, you know ...).

Lack of understanding by managers of the life cycle phase and health status can lead to fatal consequences. One of the most typical examples is when managers try to solve a problem without understanding its nature at all. Strategy development is one of the common cases.

The same goes for company management. Management styles, or leadership styles, must change with the changing phases of the life cycle. This is one of the reasons why in well-managed companies high level teamwork: synergy of different styles arises in them.

You see, everything came together in one point - the model of the organization with its components, life cycles, the health of the organization, management styles, organization strategy. Everything is interconnected much more than it might seem at first glance ...

What and how to diagnose?

What happens during a diagnosis? The management team collects all the symptoms in the organization. Next, management answers the question: “Which component does this or that symptom belong to?” It's as if we're sorting out the symptoms on the shelves of a locker, each shelf corresponding to one of the components of our organizational model. By identifying all the symptoms, grouping them, looking at the number and nature, you can determine: a) the phase of the life cycle of the organization and b) the level of health of the organization.

All this work is carried out in a group mode. It is very important to develop a common understanding among the entire management team of where the organization is and where it should go.

Management Diagnostics

About management diagnostics

“Professor, everything is more or less clear with the diagnostics of the organization,” said Scriabin. - We will determine the age and health of our organization, identify all the symptoms, decompose them into organizational components and start working with it. But what about our managers? After all, you say that it is management that is the driving force or the reason for the failure of any organization. Will we diagnose management?

“That would be very helpful,” said the Consultant. – Then we will be able to get a complete picture of the situation in the organization. And what happens to the company as a whole, and what happens to people.

– Are there any working management diagnostic tools? Vadim asked. – As far as I know, now many companies and consultants offer different questionnaires for testing employees and managers. However, there is some skepticism about the effectiveness of such methods. What tools do you use?

“Until recently, I myself was very cool about all kinds of tests,” the Consultant replied. – At the same time, I have been actively using the IIOSS methodology for the past few years. Unlike other similar methods, IIOSS determines precisely the managerial profile of an employee or manager. Let me tell you a little about the model and how it is implemented.

What do managers often complain about?

We train employees, we invite fashion teachers, but there is no effect. In the worst case, they also go to competitors.

Many managers have an MBA degree, but there is little sense.

We regularly hold team building events, but there is a feeling that in fact we do not have any management team. And after the "rope training" in general, everyone quarreled.

We build complex motivational systems, introduce KPIs, but motivation does not grow.

The balanced scorecard was introduced, but there is no happiness ...

What is the reason? Everything that happens only makes sense in a certain context. For example, learning activities cannot be taken out of the overall organizational context that influences the behavior of the people in it. We are always talking about the fact that an organization is, among other things, specific people, individuals. And that management is a key component for the organization. It depends on her success or failure. Therefore, it is very important to analyze managerial, "managerial" behavior. How does a person govern? What controls does it focus on? What elements are ignored? What mistakes does he make? What can the organization gain/lose by having this person as one of the company's managers?

When we say "management" we usually think about the perception of the world around us, learning, interests, motivation, communication skills, stress, conflict, meetings, authority, power, influence, decision making, attitudes, values, charisma, ability to be in a community, interaction, loyalty, involvement, intuition, "body language", the ability to solve problems, planning, organizing, managing people ... Such a list of descriptors of the "Management" component can be very long.

The behavior of managers in the company studies the section of management "Organizational behavior". There are many theories and models of organizational behavior in nature. We use the IIOSS Organizational Behavior Model.

Four Basic Dimensions of Organizational Behavior

The IIOSS determined that the main descriptors of organizational behavior of managers can be expressed in terms of four basic dimensions of organizational behavior associated with the management code.

[A] Accomplishing. Dimension [A] reflects the extent to which a person is results-oriented. [A]-people are focused on what needs to be done "here and now" in a particular situation. They are clearly action-oriented, work hard and demand the same from others. Their focus is the precise achievement of goals. Their strength comes from their knowledge, competencies, and they are ready to use them at any moment. At the same time, they are pragmatic, realistic, resourceful and determined.

[R] Regulating. The [R] dimension reflects the extent to which a person is oriented toward systematization. [R]-people are focused on how to do "here and now", in a particular situation. They are aware of the need for a certain degree of stability, unification, standardization. The work must be carefully systematized, with the definition of volumes and deadlines, all elements of the "mosaic" must be carefully adjusted. The strength of [R]-people comes from their knowledge, logic, rules and order.

[C] Creating. Dimension [C] reflects the extent to which a person is future-oriented. [C]-people are focused on why and/or when something should be done in the long term in a particular situation. These people have a vision for the future, and they see projects only as a tool to achieve the vision. They are constantly looking for new features and improvements. They feel comfortable in the role of leader, exude confidence and charisma. However, they often do not have enough time to deal with everyday problems; then they dump these problems on others. Their strength comes from creativity and enthusiasm.

[U] Uniting. The [U] dimension reflects the extent to which a person is people-oriented. [U]-people are focused on who should do something in a particular situation. These people are extremely important when the situation calls for teamwork. They are responsive to the opinions of project team members who are responsible for their own decisions. At the same time, [U]-people should make sure that all issues on the project are identified, discussed and resolved to the overall satisfaction of the team members. Such individuals tend to be modest, sensitive and willing to compromise. Their strength comes from their ability to convince others of the need for compromise.

What is diagnosed and how?

Any manager combines (in one proportion or another) all four dimensions, forming his own, absolutely unique type of manager. No one can reach the maximum in all four dimensions. There is no system of vocational training that can "produce" the ideal manager. The average normal manager can perform all functions, but in different circumstances and for different purposes.

In the process of management diagnostics, the personal managerial style of the company's managers is determined. It includes a unique combination of four main dimensions, as well as a number of key indicators:

Basic management style;

Behavior in the workplace;

Characteristics of the style from different points of view:

– attitude to time (time management);

- relationships with other styles;

– communications;

– development of solutions;

Success strategies for this style;

Disharmonies generated by this manager, and their impact on every organizational component.

The link "diagnostics of the organization - diagnostics of management"

So, once again: it is highly desirable to carry out diagnostics of the organization and diagnostics of management in conjunction. These are parts of a single process of diagnosing and transforming a company into a new qualitative state.

You and I proceed from the fact that it is management that is the driving force and at the same time the cause of the failures of organizations; therefore, management styles should change as the company develops. We can say that the style of management in the company also has its own life cycle phases, corresponding to the age of the organization. The strategic process at different phases of the life cycle also requires different approaches.

Understanding the situation in the company allows managers to adjust their management style in accordance with current circumstances. A joint discussion and analysis of the results of diagnosing the situation in the company and management styles are an excellent integrator of the management team.

Pre-transformation of the organization

What is pre-transformation of an organization?

What happens during pre-transformation?

What are the development council (leadership council) and temporary project teams?

- And what will happen in the company after the diagnosis? Vadim asked. – I know many cases when the results of diagnostics hang in the air and no major changes occur in the organization.

“Yes, it happens,” said the Consultant. - And quite often.

– And how to avoid it? And will there be a lot of negativity left in the company after the diagnosis? - put in Scriabin. “Digging into your sores, you know, is not very pleasant ...

– Interesting, but in real life everything happens exactly the opposite, – the Consultant said with a smile.

- What do you have in mind? What happens the other way around? – Vadim asked, frowning.

“Look,” the Consultant continued. “During a good diagnosis, a huge amount of energy is released. Positive and. After the diagnosis, any company feels great enthusiasm. Finally! We've said it all! Now we know what prevents us from developing more dynamically! Now it is clear what needs to be done. Again I use the medical analogy. You went to the doctor, he made a diagnosis and determined that the main reason for your ailments is your excess weight. Reset it and many of your problems will go away on their own. Everything seems simple and easy to achieve. Difficulties begin later, when you really start to lose weight. Suddenly it becomes clear that you need to strain. Get up in the morning, run, for example, follow a diet. So the moment of truth is usually not the diagnosis itself, but what happens after it.

- And what happens after? Do not torment, Professor, - Viktor Nikolaevich pleaded.

The consultant clearly enjoyed talking about this topic:

– So, you have carried out a deep diagnostic of your company. We determined the phase of the life cycle, the state of health, collected and classified all the main symptoms, developed a common understanding among the management team of where the organization is located. determined by any method management profiles leaders. What to do next? Obviously, start developing a plan of action.

What should be done specifically? A business school teacher will most likely tell you to start building a new company strategy. The “Organizational consultant” will offer work on corporate culture, and the coach will offer coaching for you or your managers. Everyone will be motivated by the fact that the above components of the organization are "root". Like, cure the causes, and the consequences will pass. This is mistake! I myself thought so for many years. At the same time, life inexorably pushed me to realize the falsity of this thesis. You see, I went to this seven years of consulting practice, and you will know right away. The fact is that average organization unable to immediately go to work with the "root" components - too many symptoms have accumulated over the years of existence. Therefore, first you need to "clear" the territory, remove the most acute symptoms. And along the way, improve management skills, change the culture and management styles.

Therefore, preliminary transformation begins with working on the symptoms. The management team analyzes the symptoms, selects the most important (or severe, dangerous) or clusters of symptoms. The following happens next:

1. Determination of the manifestations of this symptom.

2. Determining the causes of this symptom.

3. Determination of the influence of this symptom on other components.

4. Definition of a specific action plan: "what can be done about it."

Usually symptom management (or pre-transformation) is managed by development council. Council creates temporary design teams who work with symptoms and offer solutions. In a well-managed company, this structure must be in place all the time!

Who will be on the Development Council? Vadim asked. - And on what basis will temporary project teams be formed?

– Great question! For a million dollars! exclaimed the Consultant. – The development council includes the entire top management of the company. Usually this is the CEO, his deputies, heads of business units, functional units. In a word, the management team is a set of people on whom the development, adoption and implementation of management decisions depends. We can say that this is the core of the company. And already the development council forms temporary project groups around itself, which, like satellites, revolve around it. The composition of temporary project teams is also formed according to the principle of "capacity": the group must be able to develop, accept and ensure the implementation of the task assigned to it.

Let's try to illustrate the idea of a development board and temporary project teams.

Often, a pyramid is used to describe a company's management system. What does she symbolize? Stability, statics, stability, hierarchy. The management principles of Henri Fayol described in the last century work well in it: unity of command, chain of command, mandatory implementation of decisions, top-down management, etc. The pyramid copes well with current, operational tasks, which can conditionally be classified as tasks. But then the question arises: what to do with innovative tasks, with organizational changes? Where is the teamwork, the initiative of employees? Especially if we say that the pace of change is accelerating and the organization must evolve all the time?

Let's imagine that our management pyramid is a Christmas tree. And garlands hang on it. Garlands, as seen in the figure, cover different levels of the hierarchy. Then we remove them and lay them out on a plane. It turns out another figure - a network, symbolizing the absence of hierarchies, more horizontal connections, flexibility, mobility, initiative. The network works more with -tasks.

Please note that the network (development council and temporary project groups) has the same personalities as in the pyramid. They just work according to other principles - according to the principles of teamwork.

Then we can talk about the presence in the company and operational (current) management system, and innovative. Let's remember these metaphors - the pyramid and the network. We will use them often in the process of working on a strategy.

Any successfully managed organization has some semblance of an innovative management structure. It doesn't matter what all this is called - working groups, project teams ... It is important that the company, like a Christmas tree, is "hung" with teams that mainly solve problems related to change.

We can say that the lion's share of work on the development of the company's strategy is carried out precisely in the innovative management structure. And it is based on the principles of group work.

“But it is known that group or team work is often ineffective,” Skryabin put in. - You yourself, Professor, have recently expressed skepticism about the team building work carried out in our company, that only now we will learn how to work in groups.

“Of course,” said the Consultant. – There are certain principles of group (team) work. And all of them must be followed. Hard. Otherwise, what often happens with so-called “team” work will happen: waste of time, frustration, loss of faith in teamwork. Let's talk about this a little.

About group (team) work

Teamwork is one of the cornerstones of organizational change. Practice shows that in an average company, only 20-30% of organizational problems can be solved alone. The rest requires group work. In general, we can name two main prerequisites for group work: the absence in nature of " ideal managers”, possessing one hundred percent style, as well as the need to form the necessary pool of authority, power, expertise, and information to solve complex problems. As a rule, such a pool includes much more than one manager.

In certain cases, especially in the process of organizational change, group work is more preferable than individual work. A well-formulated group decision is more likely to be implemented because all members of the group are interested in it and together form the pool described above.

However, teamwork creates problems. The very word “group” (“team”) evokes both positive and negative associations in people. In seminars, I usually say that the work of the group is like a circus act with an elephant, a tiger, a python, an eagle, bunnies, a mouse and two parrots. Everyone is ready to devour each other, but at the same time they must work harmoniously together. The members of the group differ from each other just as much - in style, temperament, speed of decision-making, etc. Group work is perfectly illustrated by the scene “Water Truce” from the domestic cartoon “Mowgli”. Check it out, it's all very well shown!

The history of management knows a lot of cases when teamwork failed miserably. Teamwork either degrades, turning into endless boring "meetings", or stops altogether. There are risks in the very idea of group work: after all, we gather people with very different management styles and very different interests (goals).

In order for a group to be effective, it is necessary to know the typical reasons for the failure of teamwork:

Fuzzy definition of the task that the team is solving.

The lack of a "pool" in the team: authority, power, information, expertise.

Fuzzy distribution of group resources (time, members).

Unclear definition of the roles of team members.

Fuzzy agenda, schedule, rules; their violation.

Lack of an algorithm for developing and making a decision.

Wrong logistics of group work.

Lack of constructive atmosphere.

Random, unorganized gatherings of people who lack the skills and discipline to work together, and lack the necessary authority for the problem they are being asked to solve, are a direct path to wasted time, frustration, and fatigue. This can completely discourage further participation in solving the problems of the company, lead to the loss of even the minimum level of mutual trust among the group members. As a result, poor quality managerial decision, which will either not be fulfilled, or its implementation will require unreasonably much effort.

Diagnostics and pre-transformation at BCM Technologies
About a year has passed since the first conversation of the Consultant with business partners. During this time, BCM Technologies has undergone major changes. A deep organizational diagnosis was carried out, the age and health of the organization were determined, organizational symptoms were identified, systematized and ranked. Based on the results of the diagnostics, a development council was created in the company. Some of the symptoms were given to individual work company managers; Temporary design teams have been set up to address the most severe symptoms.

Thus, a systematic process of preliminary transformation was going on in the company. A number of problems that had accumulated over the years and hindered the successful functioning of the business were resolved. The management of the company has grown a lot. The level of team interaction has increased, there are more "diagonal" connections (by the way, Viktor Nikolaevich Skryabin especially liked this term). Vadim used a different term. He said, "Communications have improved tremendously." As an indicator, he cited the fact that, firstly, there were much fewer industrial conflicts in the company, and secondly, managers now ran much less to him as to to CEO and solved many issues on their own.

In addition to work within the framework of the transformation of the company, a number of training (developmental) seminars were also held. In general, the company has changed a lot. Finally, the management decided to start systematic work with the BCM Technologies strategy…

Technological issues of working on a strategy

Who, what, when and how does the strategic process?

What is the sequence of steps in setting up a strategic process in a company?

What is Tigran Harutyunyan's "strategic hexagon"?

What are strategic business units, what is their role in strategy development?

Is the strategy being developed for the entire company or for each business unit?

Strategic hexagon of Tigran Harutyunyan

What ideology will we adhere to when developing a strategy?

What is the general strategy development algorithm?

How is the strategic hex used?

The ideology of the strategic process

The challenging companies have succeeded in creating entirely new advantages over competitors and in radically changing some activities.

It is not the fog on the horizon that often prevents companies from imagining the future and opening up new space for competition, but rather the tendency of managers to look ahead through the narrow aperture of existing markets and the markets they serve.

G. Hamel, K. Prahalad

- Well, Professor, a happy day has come! Scriabin rubbed his hands happily. - It's time to start serious work on the strategy.

- It's time, - the Consultant smiled. - It's already possible. The main thing is that you, as founders and leaders, are ready for this. I always say that when implementing organizational change, you need to listen to the feelings of the founders and CEOs.

I propose, as usual, to define a philosophy that we can adhere to. Over the years of working with organizations, I have identified for myself the following main stages of the strategic process:

Context (business) analysis.

Development of a system of strategic guidelines.

Strategic Analysis organization's marketing environment.

Policies on the components of the organization.

Implementation of the strategy.

reflection of the organization.

You see six basic steps. Hence the term "hexagon" (hexagon).

What school of strategy is this from? Vadim asked. – There are many different schools and approaches to strategy development, aren't there?

The consultant smiled.

- A long time ago I was in the construction team. There was such a case. I saw how the master electrician leaves pliers on high-voltage wires. In response to my bewildered look, he said a brilliant phrase: "What is not necessary will burn itself out." So, everything that I tell in the classroom and offer to clients as a consultant is what “did not burn out”; what is actually used and works in practice. You will see approaches, elements of different strategic schools in my toolkit.

“So what, are we going to use them all?” Life is not enough! Scriabin exclaimed.

“Of course not,” the Consultant replied. – You will get acquainted with all the tools, and together with you we will choose the tools that are suitable for your particular case. But here is what I would like to focus on at this stage of the work. I really like the philosophy that G. Hamel and K. Prahalad once spoke in their bestseller Competing for the Future . You will see echoes of this philosophy in my strategic hex. In addition, they introduced a number of very important concepts into business use. Let's take a look at them.

Any company, from the point of view of Hamel and Prahalad, must ask itself three strategic questions:

1. What new consumer goods will we have to provide in 5, 10 or 15 years?

2. What new competencies or capabilities, that is, sets of skills and technologies, will be needed to deliver these benefits to consumers?

3. How will the system of interaction with consumers be changed over the next few years?

Note. Not just products and services, but consumer goods, or, as we call it, added value. Back in the early nineties, it was fashionable to say: "The buyer does not buy a drill, but a hole in the wall." They said something, but to this day it is very difficult for companies to move from the “product” paradigm to the “consumer goods” paradigm. And I also added here the search for unmet needs. A lot of them! You just have to look around!

Next, another important concept is core competencies. The concept of competencies has also been dragged out (mostly with the light hand of HR directors and HR consultants). Meanwhile, in the context of strategy development, the word “competencies” takes on a very important meaning: which skills and abilities will help us meet the new needs of our clients. We will definitely return to competencies. I usually insist that the key competencies of the business be worked out as part of the work on the strategy.

And finally, the system of interaction with consumers. This includes virtually the entire marketing system in the broadest sense.

And there is such a “paradigmatic shift”, presented in the picture. You can look at your business as a set of departments, or as a set of core competencies. The same goes for our products/services – what value do they provide?

A lady beautiful in every way

Attention! This is not a manifestation of male chauvinism!!!

Let's imagine a lady, beautiful in every way. Moreover, the lady was imbued with the ideas of a strategic approach to life, decided to use scientific approach to build your destiny and your happiness. Where will she start? She will start with context analysis. This is the oval of the 1st strategic hex. First, she will look at “clients” (those who, in principle, may need her), analyze her “suppliers” (where she gets everything she needs for her business / life). She will look at the competitors ... After all, she is not the only one so smart and beautiful. Then the lady looks even further. For example, in which country she lives, with what political system, how politics changes. What happens in the economy - rise, fall, stagnation? And she will also look at society, at society. What values, beliefs, views prevail? What is "fashionable" and what is not? For example, is it fashionable to get married or get married? Is it fashionable, for example, to go to church regularly? Or fitness? Or a psychoanalyst? Then she will look at technology. The Internet, iPads and Androids, Facebooks and Google pluses… Oh, and those nanotechnologies! How can all this affect her life plans? So, based on the results of the analysis of oval 1, the lady will make a complete impression of the context, and in dynamics - how and where it all drifts.

After that, the lady begins to draw a picture of a brighter future (an oval of 2 hexagons). At the same time (based on the results of the context analysis), the lady comes to the conclusion that the most good way to arrange your fate is to get married ... And there are strategic guidelines… In our particular case, they look like a blue-eyed blond who is 182 cm tall and also has an income of 182 cm (preferably in euros, if you stack packs on top of each other). Note! Two different ladies in the same context will see a different future. It will depend on upbringing, on what mom and dad said in childhood, and other factors.

So, "point B" of the route is marked. What should be done now?

Stand in front of a mirror and carefully, passionately look at yourself. I would say, take a closer look ... Pause, imagine the state of the lady ... Here he is, the blue-eyed blond, was very close. And here in the mirror is ... Imagine? Organizations at this stage feel about the same. This is an oval of 3 hexagons " Strategic analysis of the marketing environment». Here we see a gap, a gap between "point B" and "point A". So, the lady looks in the mirror and thinks: “No ... this is definitely not a blue-eyed blonde with a height of 182 cm. This is a maximum brunette with a height of 168 cm.” Or, on the contrary, looking at himself in the mirror, he decides that 182 cm of income is not enough - at least 200 cm is needed. In other words, an adjustment, or iteration, can occur here in the process of building a strategic image of the future. Or maybe not.

At this stage, they relate their strengths / weaknesses to goals and context (to put it very simply). Because further on this basis an action plan should be developed.

So, "point B" is defined, "point A" too, the gap between the current and desired state is clear ... What to do now? Outline a plan of action to eliminate it! And the lady is preparing such a plan. Lifting, fitness, foreign language courses, parties… So far, this is all on paper, but absolutely concrete. It is known what needs to be done, by what date, in what area, how much it will cost. This is an oval 4 hexagons "Policies by Components".

Policies Defined… What's Next? Action! Action! We are starting to put this into practice. We go to the gym, we study foreign language. This is oval 5 "Implementation of the strategy". So, sweating in the gym, tormenting herself with cosmetic procedures, learning a hated foreign language, hanging out in places where blue-eyed blondes with good parameters are found, the lady constantly reflects: “What am I doing? And for what? Do I need it?"

And here we smoothly flow into the 6th hexagon oval "Reflection". Perhaps, at some stage, the lady may decide: “Well, in FIG. Both blondes and brunettes ... I’ll open my own business. ” And the hexagon will turn on a completely different route ...

By the way, jokes are jokes, but we touched on a very important topic. In one of the strategic management sessions, a student (a high-level manager) asked the question:

- Here you are telling us about the strategic vision, about the visualization of the future ... Damn it, all this really works! Moreover, using this technique, I have already successfully married six times. What to do?!

“Enjoy life,” I replied.

But seriously, you need to delve into the reasons: why are these marriages needed? And are they needed? If yes, in what form? You see, we are touching on the topic of the value system, the creed ... This is one of the reasons why two different ladies in the same context will choose a different future. But more on that a little later.

Let's return to oval 6 and the hexagon model in general. Life is non-linear. And management is non-linear. We are trying to squeeze rather complex phenomena into simple models, algorithmize them, present them in the form of “do it once, do it twice”. But we must constantly remember that any model is a vulgarization, that is, a simplification. Life is harder! Therefore, one of my favorite sayings is “There are no reinforced concrete partitions here.” For example, the ten-part organization model you already know. Yes, we think of an organization as a set of pieces to describe it and then change it. But we always remember that all this is one whole. The same with the hexagon. It is impossible to consider its ovals in isolation from each other. Yes, the process is cyclical, and it includes successive steps. But it doesn't have to be straight! You see arrows on the hex diagram showing the main direction of movement: we analyzed the context, then we made strategic guidelines, then we analyzed the environment ... But you also see reverse arrows there. In principle, it is possible (and sometimes necessary) to return from the current oval to one of the previous ones. And in any! For example, if the context has changed dramatically, you will simply have to “roll back” back, analyze the new context and, if necessary, change something in the subsequent ovals.

This is especially true for oval 6 "Reflection". In management books, you will often see something like "control and Feedback". Of course, one of the tasks of the strategic process is the so-called controlling otherwise, comparing the planned results with the real ones and adjusting them if necessary. For me, reflection is a much broader concept. Who are we? What are we doing? Where we are going? Are we satisfied with the current course? And so on. As if a person looks at his life and at himself from the outside and asks himself the same difficult questions. And there is such a process, in fact, throughout the development and implementation of the strategy. In general, I thought to remove oval 6 from the sequence of actions for developing a strategy and put it, for example, in the center of the whole structure. But then it would not have turned out to be a hexagon, but a pentagon (and this, you see, does not sound so pleasant).

The strategic hexagon is the basis of the strategic process. All further presentation will be based on the steps of the strategic process (on the ovals of the hexagon, respectively). In fact, the hexagon is a mental map of the entire strategic process, only in a "folded" state. We will “expand” all the ovals of this mental map. In each chapter or section, you will see all the elements of building a strategy. The entire map is shown on the flyleaf of the book.

Hexagon - Linear Representation

Let's try to depict the hexagon in the form of a linear diagram. A linear diagram is a hexagon unfolded into a line and superimposed on a timeline. The linear diagram will help us gain an expanded understanding of the strategic development process and its ideology. So, I draw the coordinate axis. Start is today, or "point A", the starting point of the route. Let's say it's 2013. Next point- "final destination. The word "final" is not accidentally taken in quotation marks. It's conditional. This point will depend on the strategic horizon we have chosen. How to determine it, we will discuss further. Let it be the year 2018, for example. So, we have "point A" and "point B".

The first oval of the hexagon is the analysis of the context. We must look into the future ... Which is hidden in the fog. Here it is appropriate to recall the chic metaphor of G. Khamel and K. Prahalad. They write that strategic management is like archery through fog. You are an archer who must hit the target. And the target is hidden by fog. Either partially, or, which is more likely given the current level of mobility of the external environment, completely. And you have two options. The first is to wait until the fog clears (otherwise, wait for the strategic horizon) and shoot for sure. Only there is one problem: most likely, it will be too late. You will see that the target is already studded with arrows from other archers who were not afraid to take risks and shoot despite the fog. The second option is to shoot through the fog. Perhaps there are at least bald spots in it. At least part of the target is visible. Turn on the creative! This is exactly the moment when the dimension [C] is especially needed - creativity. See the target, imagine it... And shoot, no matter what!

I think it's time to remember -management code, since we touched on the topic of creativity and the function associated with it [C]. We can say that a strategy is primarily a combination of two functions: creativity [C] and willingness to take risks, otherwise, act [A]. If you are creative but don't want to take risks, you can, for example, go to teach at a business school. Become a scientist, theorist of strategic management. Good scientists! If you only have a desire to take risks, but there is no creativity and you act thoughtlessly, there is a risk of becoming just a gambler - a gambler. It is stupid to pull the handle of the slot machine: what if you get lucky ?! I exaggerate, of course. At the same time, it is the functions [C] and [A] that are inherent in entrepreneurs, business founders (or their teams). But this is a topic of great conversation. I think we will find time and a suitable context to discuss it again.

End of introductory segment.

From English. KPI, Key Performance Indicators - key performance indicators.

Published in Russian: Khamel G., Prahalad K. Competing for the future. M.: Olimp-Business, 2002. Note. ed.

What do you do with the strategy? Guide to the strategic development of the company

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Title: What do you do with the strategy? Guide to the strategic development of the company

About the book Tigran Harutyunyan “What do you do with the strategy? Guidelines for the strategic development of the company"

You have in your hands a detailed practical guide to strategic management. Based on many years of consulting experience, the author offers own algorithm building and implementing strategy in an organization, as well as answers the most common questions of business owners.

For what period to develop a strategy? Who is involved in the strategic process and what is the founder's role in it? What tools to use and how to implement the strategy?

The book is aimed at business founders and owners, top managers, and will also be useful to management consultants and students studying marketing and management.

On our site about books, you can download the site for free without registration or read the online book by Tigran Harutyunyan “What do you do with strategy? Company Strategic Development Guide” in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and a real pleasure to read. Buy full version you can have our partner. Also, here you will find last news from the literary world, learn the biography of your favorite authors. For beginner writers there is a separate section with useful tips and recommendations interesting articles, thanks to which you yourself can try your hand at literary skills.

Quotes from Tigran Harutyunyan's book “What should you do with the strategy? Guidelines for the strategic development of the company"

Organization model with components, life cycles, organization health, management styles, organization strategy. Everything is interconnected much more than it might seem at first glance ...

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Transition: Learning to Say No to Some Opportunities

In this phase, the function [R] – regulation, ordering – becomes key.

Founders hate going into this phase. I think now you yourself can answer why ...

SeiJuku ("harmony", "peak form"): do not waste energy on internal conflicts

Saturation/Aging: A wall you don't have to climb over!

The same goes for company management. Management styles, or leadership styles, must change with the changing phases of the life cycle. This is one of the reasons why well-managed companies have a high level of teamwork: there is a synergy of different styles in them.

What and how to diagnose?

All this work is carried out in a group mode. It is very important to develop a common understanding among the entire management team of where the organization is and where it should go.

Management Diagnostics

About management diagnostics

What do managers often complain about?

We train employees, we invite fashion teachers, but there is no effect. In the worst case, they also go to competitors.

Many managers have an MBA degree, but there is little sense.

We regularly hold team building events, but there is a feeling that in fact we do not have any management team. And after the "rope training" in general, everyone quarreled.

We build complex motivational systems, introduce KPIs, but motivation does not grow.

The balanced scorecard was introduced, but there is no happiness ...

Four Basic Dimensions of Organizational Behavior

[C] Creating. Dimension [C] reflects the extent to which a person is future-oriented. [C]-people are focused on why and/or when something should be done in the long term in a particular situation. These people have a vision for the future, and they consider projects only as a tool to achieve the vision. They are constantly looking for new features and improvements. They feel comfortable in the role of leader, exude confidence and charisma. However, they often do not have enough time to deal with everyday problems; then they dump these problems on others. Their strength comes from creativity and enthusiasm.

What is diagnosed and how?

Basic management style;

Behavior in the workplace;

Characteristics of the style from different points of view:

– attitude to time (time management);

- relationships with other styles;

– communications;

– development of solutions;

Success strategies for this style;

Disharmonies generated by this manager, and their impact on every organizational component.

The link "diagnostics of the organization - diagnostics of management"

Pre-transformation of the organization

What is pre-transformation of an organization?

What happens during pre-transformation?

What are the development council (leadership council) and temporary project teams?

Development Board and Interim Project Teams

- And what will happen in the company after the diagnosis? Vadim asked. – I know many cases when the results of diagnostics hang in the air and no major changes occur in the organization.

“Yes, it happens,” said the Consultant. - And quite often.

– And how to avoid it? And will there be a lot of negativity left in the company after the diagnosis? - put in Scriabin. “Digging into your sores, you know, is not very pleasant ...

– Interesting, but in real life everything happens exactly the opposite, – the Consultant said with a smile.

- What do you have in mind? What happens the other way around? – Vadim asked, frowning.

- And what happens after? Do not torment, Professor, - Viktor Nikolaevich pleaded.

The consultant clearly enjoyed talking about this topic:

– So, you have carried out a deep diagnostic of your company. We determined the phase of the life cycle, the state of health, collected and classified all the main symptoms, developed a common understanding among the management team of where the organization is located. Determined with the help of any methodology managerial profiles of managers. What to do next? Obviously, start developing a plan of action.

What should be done specifically? A business school teacher will most likely tell you to start building a new company strategy. The “Organizational consultant” will offer work on corporate culture, and the coach will offer coaching for you or your managers. Everyone will be motivated by the fact that the above components of the organization are "root". Like, cure the causes, and the consequences will pass. This is mistake! I myself thought so for many years. At the same time, life inexorably pushed me to realize the falsity of this thesis. You see, I went to this seven years of consulting practice, and you will know right away. The fact is that the average organization is not able to immediately go to work with the "root" components - too many symptoms have accumulated over the years of existence. Therefore, first you need to "clear" the territory, remove the most acute symptoms. And along the way, improve management skills, change the culture and management styles.

1. Determination of the manifestations of this symptom.

2. Determining the causes of this symptom.

3. Determination of the influence of this symptom on other components.

4. Definition of a specific action plan: "what can be done about it."

Who will be on the Development Council? Vadim asked. - And on what basis will temporary project teams be formed?

Let's try to illustrate the idea of a development board and temporary project teams.

We can say that the lion's share of work on the development of the company's strategy is carried out precisely in the innovative management structure. And it is based on the principles of group work.

About group (team) work

Teamwork is one of the cornerstones of organizational change. Practice shows that in an average company, only 20-30% of organizational problems can be solved alone. The rest requires group work. In general, two main prerequisites for group work can be named: the absence in nature of “ideal managers” with one hundred percent style, as well as the need to form the necessary pool of authority, power, expertise, and information to solve complex problems. As a rule, such a pool includes much more than one manager.

In order for a group to be effective, it is necessary to know the typical reasons for the failure of teamwork:

Fuzzy definition of the task that the team is solving.

The lack of a "pool" in the team: authority, power, information, expertise.

Fuzzy distribution of group resources (time, members).

Unclear definition of the roles of team members.

Fuzzy agenda, schedule, rules; their violation.

Lack of an algorithm for developing and making a decision.

Wrong logistics of group work.

Lack of constructive atmosphere.

Random, unorganized gatherings of people who lack the skills and discipline to work together, and lack the necessary authority for the problem they are being asked to solve, are a direct path to wasted time, frustration, and fatigue. This can completely discourage further participation in solving the problems of the company, lead to the loss of even the minimum level of mutual trust among the group members. As a result, a poor-quality management decision will either not be implemented, or its implementation will require unreasonably much effort.

Diagnostics and pre-transformation at BCM Technologies

About a year has passed since the first conversation of the Consultant with business partners. During this time, BCM Technologies has undergone major changes. A deep organizational diagnosis was carried out, the age and health of the organization were determined, organizational symptoms were identified, systematized and ranked. Based on the results of the diagnostics, a development council was created in the company. Some of the symptoms were given to the individual managers of the company; Temporary design teams have been set up to address the most severe symptoms.

Thus, a systematic process of preliminary transformation was going on in the company. A number of problems that had accumulated over the years and hindered the successful functioning of the business were resolved. The management of the company has grown a lot. The level of team interaction has increased, there are more "diagonal" connections (by the way, Viktor Nikolaevich Skryabin especially liked this term). Vadim used a different term. He said, "Communications have improved tremendously." As an indicator, he cited the fact that, firstly, there were much fewer industrial conflicts in the company, and secondly, managers now ran much less to him as to the general director and resolved many issues on their own.

In addition to work within the framework of the transformation of the company, a number of training (developmental) seminars were also held. In general, the company has changed a lot. Finally, the management decided to start systematic work with the BCM Technologies strategy…

Technological issues of working on a strategy

Who, what, when and how does the strategic process?

What is the sequence of steps in setting up a strategic process in a company?

What is Tigran Harutyunyan's "strategic hexagon"?

What are strategic business units, what is their role in strategy development?

Is the strategy being developed for the entire company or for each business unit?

Strategic hexagon of Tigran Harutyunyan

What ideology will we adhere to when developing a strategy?

What is the general strategy development algorithm?

How is the strategic hex used?

The ideology of the strategic process

The challenging companies have succeeded in creating entirely new advantages over competitors and in radically changing some activities.

It is not the fog on the horizon that often prevents companies from imagining the future and opening up new space for competition, but rather the tendency of managers to look ahead through the narrow aperture of existing markets and the markets they serve.

G. Hamel, K. Prahalad

- Well, Professor, a happy day has come! Scriabin rubbed his hands happily. - It's time to start serious work on the strategy.

I propose, as usual, to define a philosophy that we can adhere to. Over the years of working with organizations, I have identified for myself the following main stages of the strategic process:

Context (business) analysis.

Development of a system of strategic guidelines.

Strategic analysis of the organization's marketing environment.

Policies on the components of the organization.

Implementation of the strategy.

reflection of the organization.

You see six basic steps. Hence the term "hexagon" (hexagon).

What school of strategy is this from? Vadim asked. – There are many different schools and approaches to strategy development, aren't there?

The consultant smiled.

“So what, are we going to use them all?” Life is not enough! Scriabin exclaimed.

Any company, from the point of view of Hamel and Prahalad, must ask itself three strategic questions:

1. What new consumer goods will we have to provide in 5, 10 or 15 years?

2. What new competencies or capabilities, that is, sets of skills and technologies, will be needed to deliver these benefits to consumers?