Дослідження підстав розробки ефективної стратегії розвитку на інноваційній основі

Abstract

The article examines two opposing views of the understanding of development strategy, gives examples of strategies of the first and second type. It provides a proper idea about the purpose of the external and internal development of the industrial enterprise, the consequences of the development of the enterprise's technical and technological standards systems. First of all, it means the generation of new ideas for the economic development of an industrial enterprise, which allow to fully or partially develop an industrial enterprise internally and externally. It was determined that the main goal of the development of the personnel management system is to create conditions for voluntary intensification of work and mobilization of the employee's potential for the benefit of the industrial enterprise. The role of the concept of strategic management in the creation of strategic and long-term goals set by the enterprise is highlighted. It has been proven that the concept of strategic management is important in that it helps to enrich the principles of development of an industrial enterprise. The definition of the company's development strategy is given and its elements (goals, policy, plans) are highlighted, and the relationship between them is investigated. First of all, the strategy refers to the system of goals, which includes a strategic and long-term goal, the goal of external development of the enterprise, the goal of internal development of the enterprise. Another element of strategy is policy or a set of specific rules of organizational actions aimed at achieving set goals. The third element of the strategy is plans, that is, a system of concrete actions for the implementation of the adopted policy, designed to solve the task of resource allocation. Yes, resources can be directed, first of all, to solving the most important and urgent problems for the enterprise, or allocated in proportion to needs, or given to all divisions equally, if they are close in size and engaged in similar activities. The first of the mentioned approaches is more appropriate at critical moments of the company's activity, when there is a need to concentrate forces on decisive areas of activity. The second and third are during the period of calm development. The strategic task of the company's activity has been defined and ways to solve it have been developed. The solution to this task is desirable and reflects an opportunity that has arisen in the external environment, which should be taken advantage of.