ПРИЧИНИ СТРАТЕГІЧНИХ ЗМІН ТА АДАПТИВНІ МОЖЛИВОСТІ ПРОТИСТОЯННЯ ЇМ В ПРОЦЕСІ РЕАЛІЗАЦІЇ СТРАТЕГІЇ

Abstract

The article reveals the reasons for strategic changes, which require a quick response to them for the further development of the organization and the search for new adaptive approaches in the process of implementing the organization's strategy. Ways to accelerate strategic changes in the organization are revealed, namely: the introduction of new technologies, which will be used to produce goods with a new price and quality, new market segments where enterprises will be evaluated by the main competitors, new distribution channels and reorientation of the market, where the nature of demand is changing, the use of new regulatory documents (contracts, laws, decisions, etc.) and sudden changes in the external environment, manifested in the price of goods, in the exchange rate etc., or in political cataclysms that can cause changes in the organization's position on the market. The reasons for the delayed response to external changes affecting the development of a strategy for adapting to the changed situation are considered. These include: inattention, i.e. not paying attention in time to a decrease, for example, in sales volumes, a period of delay, when lower levels of management are aware of the presence of serious problems, although in many cases they cannot influence the situation, since the real power lies with top management, cost reduction, which is false, because the problem is not the level of productivity, but the feasibility of production, a forced change when the policy of cost reduction did not justify itself and a sharp turn (specific changes) in investment policy, when the effective actions of the new management team were adopted. The possibilities of resistance to changes are given, namely: reducing the delay in strategic reaction, where strategic management deals with the problems of accelerating the process of "turning" when adapting to new external conditions, effective management information systems for effective monitoring of consumer behavior, use of strategic opportunities oriented to consumers, adaptation of the organization (for example, business reorganization, diversification of production and markets, search for leaders who are capable of active and decisive actions), rapid personnel changes to identify a reserve capable of being a leader in a period of sudden changes and bringing the organization out of crisis.