MANAGEMENT OF STRATEGIC DEVELOPMENT OF AN ENTERPRISE IN CONDITIONS OF UNCERTAINTY
DOI:
https://doi.org/10.37332/Keywords:
management, strategy, strategic development, strategic management, enterprise, strategic approaches, strategic decision, competitive advantagesAbstract
Berdnyk B.M. MANAGEMENT OF STRATEGIC DEVELOPMENT OF AN ENTERPRISE IN CONDITIONS OF UNCERTAINTY
Purpose. The aim of the article is theoretical substantiation and development of methodological principles for managing the strategic development of an enterprise in conditions of high uncertainty of the external environment.
Methodology of research. The theoretical and methodological principles of the study are: the dialectical method of understanding economic processes, the fundamental principles of strategic management, and scientific works of Ukrainian and foreign scientists on the problems of managing the strategic development of enterprises. A set of special and general methods were used in the process of conducting scientific research: monographic (in-depth study of the set tasks); theoretical comparison and generalization (during theoretical generalization and formation of conclusions); graphic (reflection of research results and stages of formation of an enterprise development strategy), etc.
The information base for the research was official data: the Ministry of Economy, Environment and Agriculture of Ukraine, information from the Internet, scientific articles, monographs and other scientific works on current problems of managing the strategic development of enterprises, own observations and research.
Findings. The essence of the concept of "strategic development" is summarized and the evolution of management theory, which has gone from rational administration to complex adaptive systems, is studied. The differences between the concepts of "strategic planning" and "strategic management" are investigated.
It is proven that in the conditions of modern global challenges, strategic development has transformed from a process of long-term linear planning into a dynamic adaptive management system. The main emphasis has shifted from quantitative asset growth to qualitative transformation of the business model based on innovation, digitalization and sustainable development principles (ESG).
It has been determined that the key difference between strategic management and strategic planning is the continuity of the “analysis – action – control” cycle. If planning focuses on creating a document (plan), then management is oriented towards the development of internal personnel competencies and organizational flexibility, which allows the enterprise to maintain viability under any scenarios of external environment development.
Originality. An adaptive strategy for enterprise development in conditions of uncertainty has been improved, which, unlike existing ones, is based on the use of an extended PESTEL analysis model, which allows grouping external determinants (political and legal, economic, social and demographic, technological).
Key differences between strategic management and strategic planning have been identified, with planning focusing on creating a document (plan), while management is focused on developing internal staff competencies and organizational flexibility, which allows the enterprise to maintain viability under any external environment development scenarios.
Practical value. The obtained results can be used by enterprise managers to build management systems capable of minimizing the impact of destructive factors in the war and post-war periods, while ensuring sustainable development in the long term.
Key words: management, strategy, strategic development, strategic management, enterprise, strategic approaches, strategic decision, competitive advantages.
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