Intra-company and strategic planning tools at industrial enterprises: Innovative solutions and developments

Intra-company and strategic planning consider the organization from different sides, combining the results obtained to compile a comprehensive strategy based on planned indicators, based on the capabilities of the enterprise and the assessment of external competitive advantages. In addition, intra-c...

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Bibliographic Details
Main Author: V. V. Lebedev
Format: Article
Language:Russian
Published: State University of Management 2023-07-01
Series:Управление
Subjects:
Online Access:https://upravlenie.guu.ru/jour/article/view/633
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Summary:Intra-company and strategic planning consider the organization from different sides, combining the results obtained to compile a comprehensive strategy based on planned indicators, based on the capabilities of the enterprise and the assessment of external competitive advantages. In addition, intra-company and strategic planning helps industrial enterprises to make rational decisions and control risks in a volatile business environment. At the output, the company receives a single plan with priority areas of business development. The purpose of the work is to analyze the use of intra-company and strategic planning tools at industrial enterprises. In the conducted research general scientific methods were used: analysis, synthesis, grouping, generalization. Project and process management becomes a solution in the implementation of the investment block of the business strategy (a key tool). In PJSC “Quadra” it was proposed to introduce a projectprocess approach to management. The modified life cycle management system of the investment project (within the framework of the project-process approach) will avoid the following losses: in the form of RUB 250 thousand of the working time fund of the engineering staff of the branch. Rosatom State corporation considered a Scrum methodology, where social and economic effect from its application is 70% of successfully realized tasks, 20% – experience exchange between employees, 10% – training development.
ISSN:2309-3633
2713-1645