To implement the control function, both tactical and strategic, control is necessary "by definition". But at the same time, there is also the eternal problem of the manager: what should be controlled and how?

For any project (and the implementation of a strategy may well be seen as a large and long-term project), the performance indicators that will be used for monitoring should be clearly defined, as well as how these indicators can be calculated from the basic data available.

By themselves, financial indicators cannot correctly and objectively characterize the entire set of actions necessary to implement the strategy.

Today, financial indicators alone are no longer enough to describe the process of increasing the shareholder value of an enterprise, since the importance of intangible assets. A system is needed, including both financial and non-financial indicators, that clearly shows how “customer value” is created. These indicators should be systematized, best of all based on the strategy of the enterprise. In accordance with the new set of indicators and new ways of measuring them, the entire business management system should be built. Only this can provide a "strategic orientation" of the totality of the actions of the employees of the enterprise.

Organizations may have hundreds or even thousands of variables that are vital to success, but none of them can be an exhaustive measure of their strategic success. Some of these variables may be among the key success factors. Their very definition often only indicates that certain actions are under control. But the idea of ​​defining CSFs suggests that key performance indicators (KPIs) of the organization can also be developed on their basis.

By selecting key performance indicators, the company obtains a balanced picture of the set of short- and medium-term goals, financial and non-financial performance indicators, indicators of leadership or lagging behind, as well as its external and internal prospects. Such a system is known as BSC. In doing so, it is assumed that the main task BSC is an increase in the company's shareholder value.

BSCb is more focused on clearly identifying where revenue growth comes from, which clients are driving it, and why. BSC identifies those key business processes that an enterprise should focus on improving in order to best satisfy the consumer. For this you need:

• clarify causal relationships between financial, market, manufacturing and innovation perspectives;
• identify factors that provide long-term competitive advantages;
• divide the main strategy into separate tactical components and identify goals that do not require regular revision;
• Ensure alignment of business unit strategies;
• compare global goals with the current tasks of each employee;
• identify inefficient links, use limited resources with maximum efficiency and promote enterprise transformation programs;
• disclose the main causes of losses and damages;
• identify supply chain problems;
• update the corporate strategy as appropriate prerequisites appear.

It is assumed that, when starting to develop a BSC system, managers should pay close attention to four "tricks":

• How will the company's strategy affect the achievement of strategic goals? (Financial point of view.)
• How do we position ourselves in target markets? (Customer's point of view.)
• What processes are strategically important? (Process point of view.)
• What are the key competencies that will help us achieve our strategic goals? (Learning and development point of view.)

In the "section" of the points of view defined above, managers should identify the main cause-and-effect relationships between the main goals and sub-goals of the strategy. In fact, this causal chain describes how the desired goals can be achieved in various "tricks".

For example, it is understood that improvements in the focus of learning and development have a direct and positive impact on the improvement internal processes. Process development, in turn, has a positive impact on customer satisfaction. All this ultimately contributes to the improvement of the company's financial position and the growth of its shareholder value.

The purpose of this procedure is to achieve an understanding of the balance (interdependence) between direct indicators and indirect indicators - symptoms.

Despite the apparent complexity of developing such a system, usually 10-12 weeks are enough for this, and three days can be enough for a top management team (provided that they meet on this topic once a month, and work on this in between meetings). project team). However, implementation can take an indefinite amount of time if the organization has not fully decided on its strategy.

Consultants cannot work for the project team - they can only provide guidance and support for changes.

You can start with relatively simple programs. For example, the largest corporation "Mobil" used the usual spreadsheet editor "Excel", creating in it 33 accounting books for the number of its business units. As the system develops and the work with it becomes more complicated, you can use a specialized software. But still, it is more reasonable to always be guided by the principle of a slide rule - it is better to get an approximate, but correct answer, than with an accuracy of six decimal places, but incorrect.

“Oh, my beautiful dreams! So close and so far they are from me. I know if I turn them into goals, if I just start taking my heart's aspirations seriously and make my body and mind work with full force towards my dreams, I will achieve everything. I'm sure I can do it and nothing can stop me. I believe with all my heart that I'm doing the right thing. O Great Beginning of all that was, is and will be, help me make this a reality. - We all dream about something, but in order for our dreams to come true, we just need to take action, make our dreams our goals and embark on the path of their implementation. In this article, you'll find seven effective goal-achievement strategies that will take you on an incredible journey to your brightest future.

Seven Strategies for Achieving Goals:

1. Determine what you really want. Dreams, as usual, remain dreams until you turn them into a clear, precise goal. Find out what you really want. What goal can make you wake up with the thought that today you will take another step towards making it a reality? What purpose is consistent with the dictates of your soul and heart? What goal makes you stronger? Look for it, study your inner world, determine what you really want with all your heart, all your soul, all your being?

2. Write or draw your goal. Do not let yourself forget about your goal and return to ordinary life. Write it down on a piece of paper or draw a picture of your goal in great detail and keep it where you can see it, in your little abode where you can be alone. Go over your goal sheet every morning and remind yourself: this is your dream, and here you are, and until you get there, you will do everything possible and everything in your power to make your goal a reality.

3. Visualize your goal. Every day, in your spare time, visualize your goal in every detail as if it had already been achieved. Imagine yourself within your new reality where you want to be. Imagine smells, colors, sounds, sensations, mentally be there, create within yourself the feeling that you are actually there, feel the joy of fulfilling your dream. Remember this feeling. At the end of your visualization session, allow your dream to fade and return to your current reality. Use the feeling of a dream come true to motivate yourself to take action.

4. Remember your purpose and listen to your heart. Never forget your goal, keep it in your mind for as long as you are willing to spend to achieve it. Listen to your heart, be attentive to information coming from outside, among this information there may be something that will support you in achieving your goal. Remember, if you sincerely want to achieve something, the Universe itself will help you on your way. She will take you from the right people, she will provide you with important information, she will prompt you in all sorts of ways. It is very important to listen to your heart, because it has a very strong connection with the Universe.

5. Develop your personality. Along with the development of your personality, your effectiveness will increase not only in achieving your goals, but in everything else. So, the development of willpower will help you direct your efforts in the right direction, and along with self-discipline, you will stop wasting your time in vain. Self-confidence will help you seize the opportunity when it comes. By strengthening the “inner core”, you will never turn off your path. Good relations to people will allow you to gather like-minded people around you and those people who will be ready to help you.

6. Take action no matter what. If all you do is lie on the couch and revel in dreams of a wonderful future, this will not change anything in your life, except that you will grow a belly and become even lazier. Stop doing it this way. Your soul and heart aspire to the goal, and you respond to this aspiration in such an unnatural way. Yes, it will be difficult, maybe even damn difficult, it is possible that you will have to shed rivers of sweat, but only in this way can you achieve success in your event. Do not be afraid of problems and obstacles, they are encountered on the path of every person without exception. Make your body and mind work for you, act and then your dreams will become a reality!

7. Don't tell everyone about your goals. It's not exactly a goal-achieving strategy, but it's something that can change how you feel about a goal. If you talk about your goals to everyone, you will spend your energy on words instead of deeds. Realize that you don't need to tell the whole world what you want to achieve. If you want, tell your closest people about your intentions to achieve the goal, but only if they have a positive outlook on life, otherwise, they can infect you with negative thoughts, as a result of which you will lose inspiration and quickly forget about your goals. It is better to be silent and act, let your achievements come as a surprise to your loved ones and friends.

All of the above strategies work and really help people achieve their goals, apply them in your life on regular basis, it will help you get off the ground and completely change your life. Learn more about each strategy as you see fit, but don't go into too much detail and don't waste your time. The strategies work, even as you found them in this article, but in order for them to lead you to your goals, you need to put them into practice. Good luck to you and all the best!

The main directions for achieving the strategic goals of the 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 up to 2025 is determined on the basis of the indicators presented in Appendix 2 to this Strategy.

1. Strategy Implementation Mechanism

The main mechanism for implementing the Strategy is complex projects aimed at achieving the set strategic goals of the University development (hereinafter referred to as strategic projects). The list of strategic projects is approved and modified by the Academic Council of the University on the proposal of the Rector. Strategic projects are funded 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 Annex 3.

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

The development strategy of the University, 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 the 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 earlier, if necessary), a new list of projects for the next period is developed and approved.

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

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

Table 1

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

Goal 1	Goal 2	Goal 3
In educational activities
1.1. Establishment of the university as a leader in the development and implementation of educational programs of higher professional education in organizing work with youth (bachelor's, master's). 1.2. Formation of the University as a base center for advanced training and professional retraining of specialists working with youth 1.3. Creation at the University of a system of targeted training of leaders of youth organizations, political parties, other public associations and organizations.	2.1. Opening at the University of new basic and additional educational programs of higher professional education, corresponding to the following areas of applied application of humanitarian knowledge (hereinafter referred to as the priority areas of humanitarian technologies): Politics, state and municipal management; Design (design) and management of social systems (organizations, communities, environments) and human resources; Education and personal development; Mass communications; Environmental technologies; Aesthetic technologies; Service and tourism. 2.2. The formation of the University as a center methodological support professional retraining and advanced training in the field of humanitarian technologies(for specialists and teachers). 2.3. Achievement by the University of methodological leadership in the field of higher professional education based on the implementation of the Concept of modern liberal arts education at Moscow State University for the Humanities. M.A. Sholokhov.	3.1. Increase in the number of foreign students. 3.2. Full implementation of the principles of the Bologna Process at the University.
In scientific and innovative activities
1.4. Achievement by the University of leadership in the field scientific research and methodological developments in the field youth policy and organization of youth work.	2.4. Ensuring the leading status of the University in the field of scientific research and methodological developments in priority areas of humanitarian technologies. 2.5. Achievement by the University of leadership in the development and implementation of new humanitarian technologies in practice. 2.6. Creation of small innovative enterprises in the field of humanitarian technologies.	3.3. Increasing the number of scientific articles in the world's scientific journals of the international scientific citation index. 3.4. Increase in the number of foreign teachers. 3.5. Formation of the reputation of the University among international scientists. 3.6. Increasing the number of researchers among scientific and pedagogical workers.
In consulting activity
1.5. Development at the University of consulting services in the field of state youth policy, organization of work with youth.	2.7. Development of consulting services at the University in the field of applied application of humanitarian knowledge, humanitarian technologies, methodology of higher professional education.
In the field of management and ensuring the activities of the University
1.6. Formation of the brand of the University as a leader in the field of state youth policy and organization of work with youth. 1.7. Creation, on the initiative of the university, of a network of educational and scientific organizations (associated structures) in the field of state youth policy.	2.8. Rebranding of the University as a leader in the field of applied application of humanitarian knowledge, humanitarian technologies.	3.7. Creation and support of the website of the university that meets the world requirements (rating "Webometrics"). 3.8. Building the reputation of the University among international employers. 3.9. Promotion of the brand of the University at the global level.
Establishment at the university modern system management that implements the principles of a) focus on strategic goals, b) flexibility and customer orientation, c) economic efficiency, d) reflexivity. Development of the material base of the University and the infrastructure of scientific research and technological development. Creation of a unified information system of the University and branches

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

Strategic goals - definitions in general view what the organization wants to be 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 the enterprise is to maximize its market value. The following can also be referred to the strategic goals of this activity: increasing the growth rate of equity capital; optimization of the capital structure in terms of an acceptable level of risk; achievement and maintenance of financial balance; increase in the return on equity ratio and others.

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

67. The concept of balanced scorecards and key performance indicators KPI
A balanced scorecard or BSC is the concept of transferring and decomposing strategic goals for planning operations and monitoring their achievement, a mechanism for interconnecting strategic ideas and decisions with daily tasks, a way to direct the activities of the entire company to achieve them.

The concept of the BSC 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 the strategy to the level of the company's operational activities. Correct Application The methodology allows to solve the following tasks: 1. Establishment of specific parameters of strategic goals: strategic indicators with their numerical values ​​- KPI (key performance indicators), cause-and-effect relationships between goals, links between strategic indicators, deadlines for achieving strategic goals; 2. Distribution between officials companies responsible 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 in several sections - perspectives: finances, clients, business processes, personnel development. For each task included in the strategic map, its key indicators are determined, which 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 gives an understanding of the strategic goals to all participants production process; - provides strategic feedback and training; - helps to transform a huge amount of data obtained from a multitude of information systems enterprises into understandable information.

Disadvantages of BSC: 1) BSC cannot be adapted to any conditions. 2) When implementing the strategy of the company and developing the BSC, one must be careful while maintaining 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 indicators of the company and intrinsic motivation all the mechanisms of the company 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 the unit (enterprise) that help the organization achieve strategic and tactical goals. The use of key performance indicators gives an organization an opportunity to assess its condition and help in assessing the implementation of the strategy.

When considering inclusion in standard map management level, a corporate vision is usually formed, while the indicators are checked against each of the following criteria, given 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 "managed"; the indicator has a potential stable causal relationship with other indicators; the indicator is easy to calculate and collect primary reporting information; the indicator makes economic sense when consolidated at higher levels of responsibility.