Seven effective strategies for achieving goals. Achieving organizational goals: conditions, strategies and methods

Success in achieving the organization's most important strategic goals largely depends on the extent to which personnel are aware of the strategic goals and how interested and prepared they are in working to achieve them. The need for organizational changes and a change in management principles in the face of increasing competition - all this presupposes an increase in staff productivity, product quality, improved customer service, and a creative and innovative attitude to business.

Effective operation of a company in an environment of ever-increasing competition is impossible without increasing operational efficiency at all levels of the organization. The main obstacles preventing the achievement of higher work results are not only the insufficient level of professional training of personnel, but also old approaches to work at different levels of the organization. These obstacles can be overcome subject to the development and practical implementation of a new policy in the field of in-house training, which includes a variety of forms of training and training programs for all categories of employees.

Staff training is the most important tool, with the help of which management has the opportunity to increase the potential of human resources and influence the formation of organizational culture.

Organizations that are willing to invest money in training their employees can expect that employees who have increased their level of professional training will be able to solve problems more easily and quickly. complex tasks, will more persistently search and more often find the best answers to emerging questions, cope with difficulties at work faster, they will have a higher level of commitment to their company, and a higher willingness to work for the company with full dedication.

Problems solved when building an in-house training system.

Among the tasks solved by managers and specialists of training departments when developing an in-house training system, the following can be identified:

Strategic;

Research;

Methodical;

Organizational.

Strategic objectives.

The head of the training department, together with senior management, formulates a general plan for activities in the field of training and staff development. Answers to the following questions may be helpful:

What does the organization strive to achieve in the near and long term?

What requirements must the qualifications of workers meet to successfully achieve these goals?

What knowledge, skills and abilities do employees lack?

What should be done to bring the level of personnel training into line with the tasks that the organization will have to solve in the very near future?

Research tasks.

Collect information before, during and after training various categories personnel, its analysis and generalization of the results obtained are the tasks that must be solved first of all when determining the training needs of the organization’s employees and when developing the structure and content curricula. Solving research problems is also required when assessing the effectiveness of training. To evaluate effectiveness, questionnaires, testing, and assessment of changes in quantitative and qualitative indicators are used.

Methodological tasks.

When organizing training, important stage is the selection of training methods and the development of programs for advanced training and personnel development. First of all, these should be such methods and forms of training that could most help the organization in achieving its goals (improving the quality of goods and services, reducing production costs, forming a new organizational culture, increasing the productivity of each employee, etc.). d.) It is important to choose best practices training and determine the right combination for each category of employees. The most common methods: training/seminars, on-the-job training, mentoring, business games, analysis of practical situations, educational films and videos, internships, work rotations.

Modern trends in the organization of personnel training are to reduce the time spent on lecture materials and the increasingly widespread use of methods active learning. And that's it more attention is devoted to practical development of the studied material and consolidation of practical skills among students.

Organizational tasks.

Personnel training should be based on a clear system of planning and control, distribution of responsibilities in the training process. The first task is to determine the need for training and development. Specialists from the training department and managers at all levels of the organization are involved in solving this problem.

Organizational tasks include:

Appointment of those responsible for conducting training;

Maintaining documentation, preparing orders and instructions;

Staffing study groups and monitoring attendance;

Selection of teachers (internal and external);

Preparing premises and resolving issues technical equipment and other ancillary issues.

These questions are not inherently difficult, but the success of the entire study often depends on the quality of their solution.

An important area of ​​work is maintaining documentation and reporting on training and professional development issues.

What benefits does training and staff development provide?

In order for senior management to be willing to consider training a top priority, training must be beneficial both to the entire organization and to the individual workers. The attitude of top management towards staff training is largely related to the understanding of what benefits the organization receives as a result and what costs they incur when training different categories of employees.

Benefits received by the organization as a result of training:

Training of employees allows you to more successfully solve problems associated with new areas of activity and maintain the necessary level of competitiveness (increasing the quality and productivity of personnel, reducing costs, developing new areas and others);

Increasing staff commitment to their organization, reducing turnover;

Increasing the ability of personnel to adapt to changing conditions and market requirements. In this way, the organization increases the value of the human resources at its disposal;

Training allows you to maintain and disseminate among employees the core values ​​and priorities of the organizational culture, inform about new approaches and norms of behavior designed to support the organizational strategy.

Increasingly, senior management is viewing training as a tool to support corporate strategy.

Benefits for employees:

Increased qualifications and competence;

Higher job satisfaction;

Increased self-esteem;

Expanding career prospects.

In addition to the benefits received, staff training also comes with costs. Costs include direct and indirect. Direct costs include: payments to trainers and support staff, training materials, rental of premises. Indirectly, the need to release employees from work for the period of training (as a rule, while maintaining wages). The training of some employees increases the workload for others (during absence), and they have to do the work of absent colleagues. Promotion professional level employees, also affects the increase in the competitiveness of employees who have undergone training and the possibility of their leaving the company. In order to retain employees, various additional measures are being developed, such as concluding a contract, expanding functionality, and others.

Sometimes, it is quite difficult to say which direct or indirect costs are the most significant for a company.

But to the question: to teach or not to teach?- a better answer might be:

“If you think education is expensive, think about the price you will have to pay for the ignorance of your employees.”

Evaluation of training effectiveness.

Assessing the effectiveness of training is an important stage in the staff training process. Its purpose is to determine how the organization benefits from employee training, or to find out whether one form of training is more effective than another. Assessing the effectiveness of training for an organization's employees allows us to constantly work to improve the quality of training, adjust programs and forms of training, and eliminate those that did not live up to expectations.

Ideally, it is advisable to evaluate the effectiveness of training constantly, in qualitative or quantitative form, assessing the impact of training on such organizational performance indicators as sales, quality of products and services, labor productivity, employee attitudes, etc.

Each training program should also be evaluated individually. The following criteria can be identified when assessing the effectiveness of training programs:

Opinion of students (questionnaire, interview);

Assimilation educational material(interview - oral questions, test papers, testing, preparation design work and practical assignments on the topic of study);

Behavioral changes (how the behavior of employees changes after training, for example - training business communication, reduction in quantity conflict situations, more high level cooperation between employees);

Operational results (increased sales, increased customer satisfaction with quality of service, reduced defects, etc.);

Cost effectiveness (Training costs: share of training costs, training costs per employee. Return on investment: savings achieved in relation to training costs, % improvement production indicators based on the results of training, income per employee per year. Evaluation of the work of the training department: satisfaction from service consumers. Learning efficiency: average percentage of learning per program.)

Assessing the effectiveness of training requires a lot of time and fairly high qualifications of the specialists conducting this assessment, which is why some companies do not conduct any assessment. It is worth noting that the effectiveness of training is not a matter of faith or belief, but rather specific results that can (and should!) be assessed quantitatively and qualitatively.

But, it is also worth understanding when assessing the effectiveness of training programs that for some programs a delayed effect is possible, that is, training will produce its results, not immediately after training, but after some time and/or through a series of trainings. Therefore, some companies use the practice of multiple assessments at certain intervals.

Nowadays, large Russian and Western companies spend from 2 to 5% of their annual budget on personnel training and development. And they consider training as one of the main factors that allows them to win in tough competition.

The achievement of strategic results is taken into account. The number of such results should not be large (3-7). Each of these should be measured quantitatively or in terms of “degree of improvement” on an appropriate scale (% or points). For example, according to the strategic goal “Increasing competitiveness”, the company entered the group of 5 leading companies in this market segment. The strategic goal “Sustainability of Development” describes the sales growth rate, financial stability, increasing economic and financial potential and other indicators.

2. Synergy of strategic results. This assessment takes into account the impact of the strategy on other elements of the system and subsystems of the organization in which it is implemented, and on other systems with which it interacts. Important components Synergies are economic results without the appearance of additional economic effects. For example, when implementing a development strategy, the company acquired a food production enterprise. As a result of the implementation of the differentiation strategy, a number of synergistic effects emerged. So, trademark The company received additional support through the sale of food products. Local authorities, due to the fact that new jobs were created in the region, provided support in the form of preferential taxation. A trucking freight company has reduced transportation rates for the company due to the fact that the total volume of transportation orders has increased. On the vacant premises of the acquired company, the opportunity arose to build a packaging production workshop. The company also took ownership of the plant's office, located in the city center, which made it possible to move the company's main office there and increased its prestige. An economic assessment of all components of the synergistic effect and comparing them with costs showed the high effectiveness of the strategy.

3. Economic results. The main economic results of the strategy are assessed - income from sales and other activities, profit, business value, earnings per share, costs, payback periods for investment projects that ensure the implementation of the strategy and other indicators.

Economic calculations are central to justifying the effectiveness of the strategy. However, often assessing the effectiveness of a strategy is reduced to just cost calculations and characterization of several of its indicators. To justify economic feasibility strategic costs, it is necessary to determine all the elements of the economic effect, calculate the timing of their occurrence, and take into account the synergy effect. Assess cost-effectiveness.

The most important characteristic economic results of the strategy is net profit from its implementation by years and periods of its development. The calculation is made by calculating for each year and by period the difference between income and expenses, taking into account the payment of taxes:

The main criterion that comprehensively evaluates the economic results of the strategy is full economic result of the strategy (PER). This criterion is measured in monetary units and shows the full real economic contribution strategies for the development of the economy of the company, other organizations, territories, taking into account the synergistic effect.

4. Social results of the strategy. They characterize the influence of strategy on the social progress of the company, the region in which it is located, and society as a whole.

Economic growth without social progress is today considered unacceptable in civilized business. Abroad, such companies are sharply criticized, lose clientele and are forced to leave the market.

Today, many firms trying to gain a position in global markets fail to succeed because they neglect social and environmental factors. Modern clients prefer companies that conduct a balanced social policy development, affecting not only the economic results and sustainability of the company, but also improving the working conditions of personnel, improving environmental performance, developing organizational culture, supporting the territories in which it operates.

Companies that strive only for economic results show the selfishness of the owners, uncertainty about the future and arouse the hostility of a significant part of consumers.

5. Environmental results characterize most important requirements to ensure environmental protection. The modern economy is becoming increasingly dependent on environmental standards and restrictions and is environmentally oriented. In industrialized countries and gradually throughout the world, strict standards are being introduced that limit the possibilities of uncontrolled development of production. The role of environmental components, including resource saving, is growing sharply. Already today in the world there is an acute shortage of such resources as pure water, energy and a range of natural resources. This deficit is getting worse every year. The competitiveness of companies is increasingly determined by their ability to develop and implement clean, resource- and energy-saving technologies. The development and implementation of “clean” technologies requires additional investment. Indicators of environmental results are reducing the level of environmental pollution, restoring the biosphere, and saving scarce resources.

6. Hazard reduction emergency situations and preventing damage. The rapid growth of production capacity, the development of complex technologies and energy consumption are accompanied by the danger of emergencies of a man-made nature, which represent major accidents, fires, industrial accidents that can cause irreversible changes in environment, lead to mass death of people, destruction of flora and fauna. The influence of the strategy on reducing the risk of emergency situations is the most important component of the socio-economic effect.

7. Risks. Risk is characterized by the likelihood of adverse events occurring. Assessing the risk of a strategy is essential for making strategic decisions. If the risk level is higher than the maximum acceptable for the strategy being developed, the question of abandoning it is raised. The more reliable the project planning, the higher and more accurate the assessment of its risks should be.

To assess risks, it is advisable to use sensitivity analysis methods that involve assessing changes in the economic results of strategies and risks depending on changes in external and internal conditions. It is important to take into account all possible and most probable changes in the environment that affect the decline in economic results and the efficiency of the company. Risks can change dramatically at different stages of strategy development (short-term, medium-term, long-term). If it is impossible to quantify the risks, then you can use a scale rating:

a) the event is impossible;

Strategic goals are a system of main guidelines for the long-term development of an enterprise, in accordance with which it is developed financial strategy and policy is formed on the main aspects financial activities.

Strategic goals - definitions in general view what the organization wants to become in the future; relate more to the organization as a whole than to its specific branches and divisions.

Strategic goals are often referred to as formal goals because they define the intentions that the organization seeks to achieve in the future.

The main strategic goal of the financial activity of an enterprise is to maximize its market value. The strategic goals of this activity may also include: increasing growth rates equity; optimization of the capital structure from the standpoint of an acceptable level of risk; achieving and maintaining financial balance; increasing the return on equity ratio and others.

Indicators of achievement of strategic goals: market share, company capitalization, growth rates.

67. Concept of balanced indicators and key performance indicators KPI
Balanced Scorecard or BSC - the concept of transferring and decomposing strategic goals for planning operational activities and monitoring their achievement, a mechanism for interconnecting strategic plans and decisions with daily tasks, a way to direct the activities of the entire company to achieve them.

The BSC concept supports strategic planning, implementation and further adjustment of the strategy by combining the efforts of all departments of the enterprise.

The strategic map and BSC necessarily define the responsibility of departments and employees for achieving goals and indicators.

The BSC methodology allows you to transfer strategy to the level of the company's operational activities. Correct Application methodology allows you to solve the following problems: 1. Establishment of specific parameters of strategic goals: strategic indicators with their numerical values ​​- KPI (key performance indicators), cause-and-effect relationships between goals, connections between strategic indicators, deadlines for achieving strategic goals; 2. Distribution between officials company responsibility for achieving strategic goals; 3.
The development of the BSC begins with the creation of a strategic map. The strategic map reflects the cause-and-effect relationships between the most important tasks necessary to achieve the target result. The target result is determined from several perspectives: finance, clients, business processes, personnel development. For each task included in the strategic map, its own key indicators are determined that will measure the effectiveness of solving this task.

BSC has a number of advantages: - provides the management of the enterprise with a complete picture of the business; - allows you to prevent the occurrence of critical situations; - facilitates interaction at all organizational levels and provides an understanding of strategic goals to all participants production process; - provides strategic feedback and training; - helps to transform a huge amount of data received from a variety of enterprise information systems into information that is understandable.

Disadvantages of BSC: 1) BSC cannot be adapted to any conditions. 2) When implementing the company’s business strategy and developing the BSC, you must be careful to preserve information security company and data privacy. This is due to the fact that in order for employees to understand the company’s strategy, their awareness of all the company’s indicators and internal motivation, all the mechanisms of the company’s work should be disclosed to them. In this case, there is a risk of information leakage.

Key performance indicators Key Performance Indicators, KPIs) - performance indicators of a unit (enterprise) that help the organization achieve strategic and tactical goals. The use of key performance indicators gives an organization the opportunity to assess its health and help evaluate the implementation of its strategy.

When considering inclusion in standard map management level, the corporate vision is usually formed, with indicators being checked against each of the following criteria, listed in descending order of priority: the indicator reflects a key aspect economic activity companies; indicator plays a significant role in the adoption management decisions; the indicator is “manageable”; the indicator has a potential stable cause-and-effect relationship with other indicators; the indicator is easy to calculate and collect primary reporting information; indicator has economic sense when consolidating at higher levels of responsibility.

The main directions for achieving the strategic goals of Moscow State University for the Humanities. M.A. Sholokhov are presented in table 1.

1. Indicators of achievement of strategic goals

Achievement of the set strategic goals for the period until 2025 is determined on the basis of the indicators presented in Appendix 2 to this Strategy.

1. Mechanism for implementing the Strategy

The main mechanism for implementing the Strategy is complex projects aimed at achieving the strategic development goals of the University (hereinafter referred to as strategic projects). The list of strategic projects is approved and amended by the Academic Council of the University on the recommendation of the rector. Strategic projects are financed from the University’s development budget, which is annually approved by the University’s Academic Council as part of the University’s consolidated budget.

List of strategic projects for 2010-2014. presented in Appendix 3.

1. Final and transitional provisions of the Development Strategy of Moscow State University named after. M.A. Sholokhov

The University development strategy, as well as changes and additions to it, are considered at a meeting of the Scientific and Methodological Council and, taking into account its recommendations, are approved by the Academic Council of the University.

The strategic goals and main directions of development of the University are determined until 2025.

The list of strategic projects aimed at achieving strategic goals is determined until 2015. After this period (or, if necessary, earlier), a new list of projects is developed and approved for the next period.

Vice-Rector for innovation activity and quality annually submits to the rector an analytical report on the achievement of target indicators of the University Development Strategy.

The Rector prepares an annual report to the University Academic Council on the implementation of the Strategy, based on the results of which changes may be made to the strategy.

Table 1

The main directions for achieving the strategic goals of Moscow State University named after. M.A. Sholokhova

Lawyer, successful economist, professional investor and right hand billionaire Warren Buffett. Munger said that with the help of this network it is possible to analyze and even predict the outcome of events. That's why Buffett called him an ideal business partner.

These 16 mental models are used by many entrepreneurs, executives, and leaders.

Making decisions

1. Warren Buffett's Two List Strategy

Write down 25 of your goals. List your five most important goals in one. And put the remaining 20 in another and safely forget about it. This way you will prioritize and focus on what matters most. If desired, the first list can be reduced to three items.

2. Rule 10/10/10

Many of us feel guilty for making hasty decisions without thinking about the consequences. Therefore, the 10/10/10 rule involves answering three questions:

1. How do you feel about the decision taken after 10 minutes?
2. How will you feel in 10 months?
3. And in 10 years?

This way you will analyze the impact of the decision on your life. Perhaps you will realize that everything is not as scary as it seems.

3. Playing blind

When making a decision, you have incomplete information. Therefore, the outcome of the situation to some extent does not depend on you. But the decision-making process is completely in your power.

This can be compared to playing poker. If you lose, don't blame fate. Replay the situation and find out what the turning point was. If you realize your mistake, learn from it.

4. The correct point of view and disagreement with a single opinion

You may be right or you may be wrong. You can also follow or not follow the majority opinion. But everything depends on your point of view. If it is wrong, then you will not succeed in business by agreeing with conventional wisdom. Talk to someone who has an opposing point of view. This will increase the chances that you will make the right decision.

5. Rule of three

When you are trying to convince someone of something, always give three reasons why the person should do it. Exactly three. This way your arguments will be taken into account and will not be forgotten. And your speech will be structured and convincing.

Strategy

6. Protective ditch

In ancient times, the fortress was surrounded by a moat that protected it from enemies. Business can be compared to a fortress. The protective ditch is competitive advantage companies. In other words, a business is protected by its unique characteristics that distinguish it from the rest.

7. Network effect

Network effect is the influence of the user or the company itself on the value of the product in the eyes of other people. The value of any product depends on the number of buyers. The network effect creates solid foundation for the development of the company.

8. Centralized, decentralized and distributed control

Decentralized and distributed control systems are characterized by the distribution of functions. This means that the decision is made by all participants in the system. Top management exercises minimal control and coordinates its actions with others.

IN centralized system there is a single control center that holds the entire process in its hands.

9. Game theory

Studies human behavior in strategic situations. They refer to situations where, when making a choice, a person considers the response of other people. Strategic thinking is useful not only in games, but also in business. In other words, game theory implies choosing a strategy that would minimize the opponent's advantages.

10. Economies of scale

Economies of scale enable rapid growth of a company without increasing the cost of costs. Examples of companies that use this mental model include Google, Facebook, and Twitter. The number of users of these networks is increasing, but companies are not spending extra money on it.

Leadership

11. Pyramid principle

The principle consists of three key points:

1. Answer the question first.
2. Then formulate your arguments.
3. Finally, organize your ideas into a logical chain.

The pyramid principle works great when paired with rule of three. This will help you convince your interlocutor and successfully convey your point of view.

12. 99/50/1

The leader must be sure to communicate with his team of performers at these critical moments:

• at the beginning of the project, when 99% of the work remains to be done;
• in the middle of the journey, when 50% of the work is already done;
• at the finish line, when only 1% of the work remains to be done.

This method will allow you to use your time efficiently and allow your team to create a worthwhile product.

13. Directly responsible person

The term appeared thanks to Apple. She places the name of the Directly Responsible Individual (DRI) next to each item on the agenda. Each employee is responsible for completing his or her task. This reduces the need for frequent meetings.

14. Team of teams

In a team of teams, all employees interact with each other. The decision is made collectively, since everyone is bound by a common goal.

15. Radical Candor

The key is the leader's ability to convey healthy criticism to employees. You shouldn’t evade, you need to politely and openly tell the truth. After all, the manager is interested in the growth and success of his team members.

16. Listen, decide, speak

This mental model belongs to an ex. to CEO Twitter to Dick Costolo. He argues that when making decisions, you need to act in this order.