Strategic Planning System Research Articles

Реализация механизма управления системой стратегического и тактического планирования предприятия ОПК в условиях диверсификации

The types of strategies by type of strategic planning are considered. Efficiency criteria and initial parameters of a diversification strategy are defined: market potential, number of competitors, volumes of civilian products, marketing costs, investments, number of types of raw materials and production resources. 
 Methodological recommendations on the implementation of the mechanism are proposed organizational and economic management of the strategic and tactical planning of the defense industry enterprise in the context of diversification. The practical use of the mechanism of organizational and economic management of the strategic and tactical planning system of the enterprise in the conditions of diversification is considered at the enterprises of JSC "Electric Machine Building Plant" LEPSE "and PJSC" Kirov Plant "Mayak".

Government Strategic Intentions to Develop Agricultural Machinery

ABSTRACT This article assesses the results of the “Strategy for the Development of Agricultural Machine-Building in Russia for the Period Until 2020” and concludes that the achievements of the industry have not met expectations. Changes in the strategic planning system associated with the adoption of Federal Law No. 172-FZ have led to the adoption of new strategic documents related to the development of domestic agricultural machine building. The key substantive intentions of the government regarding the new realities of the industry are examined in terms of their validity and consistency. It is concluded that the developed strategic documents still have qualitative problems and have yet to become real management tools.

Контент-анализ, основные вехи и подходы геомаркетинга в системе рыночного стратегического планирования

The article presents the results of a study of strategic business planning (a compromise between resource capabilities and competencies and skills of strategy implementation) in modern conditions of economic development. Strategic planning is understood as long-term planning with elements of foresight for building a system of partnerships for the future development of the company. The classical stages of the formation of strategic planning are generalized (budgeting and control - analysis of external conditions; long-term planning - extrapolation of business trends; strategic planning - the focus of scientific attention is shifted to the internal environment of the organization; strategic market management - ignoring external and internal criteria), the focus of scientific attention is in the area of strategic marketing analysis and the peculiarities of the application of its methodology and tools in business planning (policy, strategy, tactics, operational control). The current problems of entering the market have been systematized, including: a high level of business competition, a large number of homogeneous companies offering an approximately similar / homogeneous list of goods / services, practically no barriers to entry into the market, the effective implementation of which requires a reasonable choice of sustainable strategies and a scientific approach to determine the optimal place of sale. Geomarketing is a special element in the implementation of competitive strategies, as a tool for flexible response, integration into the system of strategic planning and improvement of marketing approaches and theories. There have been generalized the marketing theories (spatial, neoclassical) and indicated geomarketing milestones (natural trade near major roads and places of residence of people; development of production processes and complication of partnerships; focus on the accumulation and number of customers, traffic; development of urban agglomerations, landmark on developed infrastructure).

Завдання ключових інститутів стратегічного аналізу при Раді національної безпеки США

In accordance with the National Security Strategy of Ukraine, a strategically important task of the state policy of Ukraine is: - To improve the state system of strategic planning; - To creation of a unified system of monitoring, analysis, forecasting and decision-making in the field of national security and defense; ensuring effective coordination and functioning of a unified system of situational centers of relevant public authorities in the security and defense sector. This actualizes the issues of the scientific article. The purpose of the article is to research an experience of the United States in developing a system of strategic analysis in the field of National Security for its use in the interests of the development of the Security and Defense sector of Ukraine. This will contribute to: - Determine the optimal and most effective model of interagency activities and cooperation in conducting strategic analysis in the field of National Security, which has proven itself in leading foreign practices. The scheme of the system of strategic analysis in the field of United States National Security is given. The United States experience shows that the effectiveness of state strategic analysis and planning in the field of the National Bank will increase when the state applies the collegial principle of performing this function. The optimization of the process will be facilitated by the formation of interdepartmental: expert councils, committees, commissions, task forces, etc., which will take part in strategic analysis and development of strategic program documents. It is promising for the state to involve non-governmental organizations for these purposes. This will ensure the competition of opinions and their synthesis into a single concept of solving the problem, balancing the interests of the state and civil society, as well as contribute to the definition of priorities and the adoption of sound strategic management decisions.

НАПРАВЛЕНИЯ ВОЗМОЖНОГО ПРИМЕНЕНИЯ ОПЫТА СТРАТЕГИЧЕСКОГО ПЛАНИРОВАНИЯ НАУЧНО-ТЕХНОЛОГИЧЕСКОГО РАЗВИТИЯ КИТАЯ В РОССИИ

In this article, the authors assess the possibilities and formulate the directions of potential using Chinese experience of scientific and technological strategic planning in the Russian Federation. Analysis of the development and experience in managing strategic planning of scientific and technological development of the PRC made it possible to identify some areas of improving the system of strategic planning and management of scientific and technological development in Russia. The main directions of improving the innovative economic policy of Russia are proposed: to actively develop the private sector; to reduce the role of government intervention in the economy; to attract foreign investors for stimulating the economy at the macro and micro levels; to support all spheres of production, to create favorable conditions for national enterprises; to stimulate the development of production, to develop infrastructure: transport, construction, communications, the financial sector; to increase investment in education and health; to raise the standard of living of the population; to develop and improve innovation policy (in particular, increase funding for R&D, development of high technologies, improvement of the sphere of innovation and implementation services). A conclusion was made about the possibility of using various elements of the “Chinese economic miracle” in Russia, first of all, it is a systematic, consistent approach to the formation of medium-term and long-term development plans; and appropriate recommendations were given. The authors give recommendations on the possible using in Russia the Chinese experience in the development and implementation of the strategic program “China Manufacturing 2025”. The main provisions that determine the successful technological development of China, which may be of interest for use in the Russian Federation, are formulated.

Strategy Planning for Rice Seed Producer’s Information System Using Anita Cassidy Method

Strategic planning of information systems on seed producers is an action that needs to be taken in order to maintain and make the business grow faster. However, such information system usually been created through the system development life cycle (SDLC) or other methods that appropriate for business. This study used Anita Cassidy method for strategic planning of rice seed producer’s information systems in XYZ Ltd., as case study. The following stages has been done, i.e. visioning, analysis, direction, and recommendations. The final results of the stages carried out recommend business applications that can be implemented, namely: Rice seed certification information systems, E-Commerce of Rice Seeds, Rice Type Determination Applications, Irrigation Control Applications, Paddy Pest Resolution Applications, Rice Growth Monitoring Applications, Personnel Information Systems, Payroll Information System, Procurement Information System, Financial Information System.
 Keywords: Information Systems, Information Systems Strategic Planning, Anita Cassidy Method

The Implementation of Balanced Scorecard in Jordanian Islamic Banks

Balanced Scorecard (BSC) has always played an effective role in improving entities' performance. Therefore, it was widely adopted in entities in developed and developing countries. As a relatively new form of banks in the banking sector, exploring the extent of implementation of the BSC perspectives in Islamic banks in developing countries, and its impact on their performance will shed the light on the weaknesses and strengths in the strategic planning systems in these banks. Accordingly, these banks could improve their strategic planning systems. To attain that, two integrated questionnaires were designed and distributed to 355 employees and clients in 3 Jordanian Islamic banks (JIBs). The results showed that the extent of implementation of the BSC perspectives in JIBs ranged between 55% - 93%. In addition, the results showed that there is a significance positive relationship between the BSC and the financial performance (ROA/ROE) of JIBs. Accordingly, the researcher recommended JIBs to increase their interest in implementing the BSC perspectives and to create an effective alignment between all perspectives of the BSC.

Intelligent physical systems for strategic planning and management of enterprise information

Recently developed advanced metering infrastructure in an intelligent physical system (IPS) sorts large quantities of data available in design, whereas the potential electricity system is implemented for profits and aid in the client’s transition from inactive to an active role. This paper investigates the usage of Deep Reinforcement Learning (DRL), in Intelligent Physical System for Strategic Planning in Enterprise Information (IPSSPEI) has been proposed to achieve the online schedule optimization for building energy management of Enterprise Data in an intelligent grid context. Here, two methods such as, profound R-learning and deep policy gradient, have been proposed to compute and examine the learning procedure which performs several actions simultaneously to overcome the scheduling problems. Hence, this high-dimensional database contains information about the generation and utilization of energy by photovoltaic power cars and smart buildings, with advanced metering infrastructure. Moreover, the electrical energy forecasting approaches could be used to give a real-time input to the consumers, facilitating the better application of electricity in an intelligent physical system to overcome the scheduling problems.

Strategic Planning of Information Systems Beauty Clinics with Ward and Peppard Model Approaches (Case Study: Virgina Aesthetics Company (Farina Beauty Clinic)

Virgina Aesthetic Company (Farina Beauty Clinic) is an organization or company engaged in the field of face and body skin care services. To be able to get a competitive advantage and be able to survive in tight competition, the strategy that can be done by a beauty clinic is differentiation and cost reduction. One of the things that can be done for cost-reduction is to make the business processes in the Beauty Clinic more efficient, one of the things that can be used for efficiency is Information Systems (IS) / Information Technology (IT). This research is an effort to build an information system strategic planning and application portfolio in the Virgina Aesthetic Company (Farina Beauty Clinic) that can provide optimal, well integrated and innovative contributions that can unite all supporting aspects in achieving clinical business strategies to increase its competitive value especially in health services.In preparing the information system strategic planning framework using the Ward and Peppard Model approach and in evaluating the elaboration of information systems strategic planning and business strategies using IT Balance Scorecard. Several analytical methods such as Value Chain Analysis, SWOT Analysis, PEST Analysis and Five Force Model Analysis are used to analyze internal and external business environments. Strategic Grid McFarlan Analysis is used to map the application portfolio. In the end this research resulted in a recommendation for the organization in the form of development priorities which were divided into two related matters, the establishment of an IS / IT unit and the development of an application portfolio that would support the sustainability of Virgina Aesthetics Company (Farina Beauty Clinic) Karawang.

Information System Strategic Planning using Ward and Peppard Methodology (Case Study: Nusatovel Salatiga)

In the current era of globalization, IS and IT are utilized to be able to compete and increase company productivity. Information system strategic planning is one of the keys in achieving the target expected by the company. NUSATOVEL PT has implemented an information system, but there are still some parts that have not implemented the information system. The information system strategy planning model uses the Ward and Peppard method with SWOT analysis, Value Chain analysis, and Mc Farlan's Strategic Grid. By using this method various factors that affect the company, both internal and external are analyzed to get a formula that is the basis for preparing a new IS / IT strategy in the form of an IS / IT portfolio, which can then be used as a strategic plan. Research using this method makes strategic planning for IS / IT that can provide recommendations or solutions to the development and implementation of IS / IT that is more effective and efficient for the company. The proposed information system strategy, namely Graphic Design SI, Customer Relations Manager SI, SI Services, can be implemented within the next 3 (three) years.

Characterizing Maturity Levels for Organization-Wide Roadmapping Implementation

Implementing roadmapping guides improved strategy development for organizations not only to produce new products or services but also to navigate the entire process of organizational capability development to accelerate innovation. However, keeping roadmapping alive in organizations is challenging due to the complex integration process with a broad range of stakeholder involvement. While previous studies have contributed to staged development for managing roadmapping implementation, relatively little attention has been given to practical steps required in each stage for organizations to review the past, understand the current position in terms of where they are up to, and plan for the future to navigate the complex integration process efficiently and effectively. This article introduces a maturity model to guide the process of organization-wide roadmapping implementation. This is achieved by examining industrial cases to characterize practical steps, from the perspective of maturation, by which organizations implement and eventually integrate roadmapping into the organizational system and business cycles for technology and strategic planning. The Gerdsri three-stage model was utilized for discussion and analysis, aligning with the maturity model development. Six maturity levels have been characterized as follows: 1) Initial; 2) Defined; 3) Rolled Out; 4) Developed; 5) Standardized; and 6) Sustained.

Організаційно-правові механізми державного управління забезпеченням кібербезпеки та кіберзахисту України: сутність, стан та перспективи розвитку

This article is devoted to the organizational and legal mechanisms of the cyber security public administration and cyber security in Ukraine, the definitions of essence, the role in the system of strategic planning and management of the security and defense sector are given. Some aspects of cyber security in Ukraine have been evaluated. In addition, recommendations of improving the cyber security system in Ukraine are proposed, such as, proposals were made to eliminate the existing gaps in the main legal acts regulating the sphere of ensuring national, information and cyber security of Ukraine, including through the harmonization of Ukrainian legislation with international legal acts in this field. Problems in programming 2020; 2-3: 278-286

Strategic planning system for agricultural production and agro logistic in Russia

The development of the agricultural sector and the entire national economy of Russia at the present stage is determined by the key realities of globalization trends and the mechanism of adaptation to them. The current confrontation of the interests of world powers under the influence of sanctions against Russia, which is a new form of global political and economic transformation, requires increased use of tools and mechanisms for state regulation of socio-economic processes, the main of which is strategic planning. The system of state planning has always been and remains the most important tool for justifying agricultural policy, both at the Federal and regional levels, which determines the search for the main trajectory of economic development of agricultural production sectors. The article deals with the deep causes of the protracted systemic crisis in the agricultural sector of the country’s economy. It is revealed that the lack of effective science-based tools of the state management system is becoming the main factor hindering the development of the country’s agricultural production sector. It is established that in the new Russian reality, state management of the agricultural sector of the economy should be based on its key function – strategic planning. The necessity of implementing a systematic campaign in planning is justified. Methodological aspects of the development and implementation of program-target planning in agriculture in Russia allowed us to identify the main shortcomings of the modern practice of planning and forecasting. The necessity of developing a strategy for the development of agriculture in the new macroeconomic conditions is justified. The developed model of a modern strategic planning system based on an integrated approach, including concepts, forecasts, economic orientation, plans, programs, excludes the possibility of fragmented planning and forecast management of the agricultural sector of the economy.

Triads of strategic development of the Russian road transport system

Road freight transport has a significant impact on the Russian economy, which determines the relevance of studying the possibilities of its development. The development of road transport in Russia is determined by the Transport strategy, the implementation of which is difficult to predict in the future. In this regard, the task of increasing the effectiveness of the strategic planning system in the field of road freight transport is urgent. The research was based on a review of scientific literature, the use of methods of system analysis and synthesis, correlation analysis, expert survey, as well as the study of data from the Federal State Statistics Service, information from official websites of government bodies. As a result of our research, we have obtained triads for the development of road freight transport and formed a model for achieving the target indicators set by the Transport strategy of the Russian Federation. The implementation of each indicator depends on the indicators of key external factors, as well as on the traffic functions performed by the human resource at the three levels of management of road transport in the Russian Federation, thus forming the triads “indicator – set of external factors – set of traffic functions”. A set of external factors determines the range of possible values of the indicator, while a set of traffic functions carries out the movement of road freight transport to the set indicators. Presenting each indicator as a triad allows improving the effectiveness of strategic planning in the field of road transport in Russia.

Information System Strategic Planning in PT XYZ Using Wetherbe's Methodology

Along with the development of technology in business, PT XYZ, which is engaged in the food industry, which is located in Sidomukti, Salatiga City is required to be adaptive and innovative by utilizing the availability of information technology. In order to win the competition, and information system strategic plan is needed to support the implementation of information technology and information systems in terms of operations as well as for strategic ones. Therefore, this research conducted by making strategic planning of information systems for use at PT XYZ using the Wetherbe methodology. This methodology is considered as an appropriate approach tool for the company. The solution for information system requirements is based on the strategic planning analysis that has been carried out, namely, producing nine information systems consisting of one information system to be developed from existing applications and eight information systems for the proposed application. And IT personnel are needed for the database and network server work or to carry out proper training for each employee so that if there is damage to the system and infrastructure it can be directly handled. This was done due to the condition of the number of human resources and limited funds for the strategic planning of information systems.

Implementation of Road Performance Calculation Models Used in Strategic Planning Systems for Lithuania Conditions

Deficiency or inadequate allocation of road maintenance and development funds leads to total road network degradation. In order to ensure proper condition of road pavement with a limited budget, we need road maintenance optimisation for the entire road network. The road maintenance optimisation can be achieved using knowledge-based strategic planning systems. The collection and analysis of necessary data help design different road maintenance long-term strategies. The output results help select priorities for road maintenance and proper fund allocation. Optimal road maintenance strategy is the way to keep a fairly good road network with available funds. In addition, the road user costs can be reduced. The aim of this paper is to offer a road maintenance management system for Lithuanian conditions. The model will help evaluate the performance of the current road network and prepare a multi-year priority list for road works.

Strategic Planning of Information System in PT Satya Mitra Sejahtera Using Ward and Peppard

Increasing demand in every company for information systems strategic planning in order to increase efficiency, effectiveness and increase competitive advantage programmatically with a priority scale, given the information system resources and other supporting devices are still limited, so the existence of an information system strategic plan will help the company. One of them is PT Satya Mitra Sejahtera, which is engaged in business, which is currently not fully using information systems to its full potential. The quality of information systems becomes the most important component because it requires an analysis of the strategic planning of information systems to determine whether the information system that was developed can be used properly. In this study, the author will conduct an information system strategic planning using the Ward and Peppard method. This method was chosen because it can evaluate business conditions and information systems that occur at this time, by looking at the business environment and information system environment externally and internally. The Ward and Peppard method have several stages, the first stage of analyzing the internal and external business environment using the PEST and value chain. Analysis of the internal and external environment of information systems using SWOT, while the application portfolio mapping uses Mc Farlan Strategic Grid. The results of strategic design research using Ward and Peppard methods can produce maps of internal and external conditions of the organization, so that can find out the strengths, weaknesses, opportunities, and threats owned by PT. Satya Mitra Sejahtera.

On the Need to Improve the Foundations of State Strategic Planning in the Russian Federation

The authors emphasize that the system of strategic planning in Russia, which began to be updated in 2009-2014, has a number of methodological problems, which does not allow for the effective implementation of legislatively fixed basic principles (tradition of power and continuity), and makes it impossible to phrase a vertical goal setting in the strategic planning system thus violating the principle of decomposition of goals and objectives, and does not allow to achieve a balance in terms of validity of program and strategic documents. The article emphasizes that the principles of systematization of the whole complex of strategic planning documents need to be detailed. It is necessary to define more clearly their hierarchical structure, to develop a typology of these documents, depending on the purpose, the characteristics of vertical and horizontal relationships. The authors conclude that the basic system forming document of the goal-setting should be the “National Security Strategy of the Russian Federation”, which defines Russia’s national interests and strategic priorities taking into account the challenges and threats to national security. All other strategic goal-setting documents of a long-term nature should be formed as tools for the implementation of the provisions of this basic strategy; their task is to clarify and detail the directions for ensuring strategic national priorities in relevant areas. It is substantiated that in the hierarchy of strategic planning documents, when developing the “Guidelines for the Government of the Russian Federation”, the provisions of the medium-term forecast of the social and economic development of the Russian Federation, as well as the Decrees of the President of the Russian Federation that legally formulate the Addresses of the President of the Russian Federation should be taken into account. The main areas of activity of the Government of the Russian Federation are a reference point for the development of plans for the activities of federal executive bodies where the provisions of laws mention the development priorities of economic sectors from industry strategies. It is medium-term forecasts, according to the authors, that are the tool for the transition from the goal-setting to planning and programming.

Outlines of Strategic Planning Transformation in Russia: from Documents to Strategic Managementg

Six years of the implementation of the Federal Law “On Strategic Planning in the Russian Federation” were focused on the development of documents and recommendations for them. This determined the fragmentation of public administration and strategic planning. However, according to the author, the basis of the strategic planning system that meets modern challenges and threats should not be documents, but processes. The introduction of new tools will allow the transition from project management and strategic planning to strategic management in the Russian Federation. Such tools include the introduction of management cycles of strategic planning, resource support for the realization of goals, the organization and implementation of the monitoring and control process, a system of continuous indicative planning and balance sheets.

Multilevel strategic planning in the system of institutional governance mechanisms in Ukraine

Introduction. The dilemma of «chaos» (a free choice of behavior by each subject) or development based on assessments and strategic goals, formed in account with internal and external factors that would allow keeping things organised, persists in countries that shape a new economic model. Dismantling of the old economic system, the formation of the foundations of post-industrial development in the XXI century raise the issue of strategic planning.Purpose. The study is devoted to the development of the methodological framework of strategic planning based on clarifying the relationships, goals, differences of its main components in the multilevel management system. Besides, it aims to assess the current practices of strategic planning tools in Ukraine and identify areas for improvement in the context of synergy and its security development.Methods. The methodological basis of the study is the use of systematic and comparative approaches in the analysis of the theory and practice of strategic planning at different levels of government. The following research methods were used: induction and deduction; system analysis is used to identify the components of strategic planning at different levels of management; PEST analysis is used to identify factors leading to insufficient effectiveness of this tool in a multilevel management system; institutional and comparative analysis is used to clarify goals and differences of individual components of the system of strategic planning; abstract and logical is used to identify patterns of evolution of strategic planning in the future; marketing analysis is used to clarify the content of management activities in the framework of strategy.Results. Scientific approaches to the interpretation of the essence and place of strategic planning in the management system are generalized. The author’s position on clarification of the content of strategic planning, delimitation of the concepts of «strategy» (as a direction of action), «strategic planning» (as a management function) is presented. The peculiarities of the presentation of strategic planning at different levels of the management hierarchy in Ukraine are shown.The reasons for the low efficiency of strategic goals success in the course of realization of strategies and strategic plans in domestic practice are revealed. The place of strategic planning in the system of institutional mechanisms of multilevel management is specified considering its current documents in Ukraine; the goals and differences of functional load at different levels of the management hierarchy are differentiated.The empirical analysis of the practice of strategic planning allowed us to identify the main challenges that require the search for management decisions at the methodological, legal, and administrative levels. Specifically, the problem of systematization, hierarchy, and autonomy of planning documents; inconsistency of government’s long-term and medium- term strategies with current financial documents (budgets); low quality of macroeconomic forecasts and disregard for international strategies, the presence of «institutional traps» have been defined.Ways to improve strategic planning at the regional and local levels have been identified, in particular in connection with the decentralization reform and increasing the power of local self-government. Attention is paid to ensuring methodologically sound and procedurally fixed interrelation of planning documents, program and financial documents, organizational and methodological support of monitoring and evaluation, as well as information feedback, application of regional and local marketing tools, etc.The conclusion is made about the expediency of considering strategic planning in the system of management mechanisms in the country as a multilevel system, increasing the level of its systematization to achieve a synergy effect, practical implementation of the highest level of strategic planning - strategizing.Discussion. In the mentioned context, the prospects for further research are the problems of coordination of strategic and financial-budget planning systems, the formation of strategic plans in a new format of administrative-territorial entities, the development of methodological and applied provisions for the implementation of strategies.