Mikhail Nikolaev, Managing director and co-owner of the company "Nikolaev and Sons", p. Moldavanskoe (Crimean region, Krasnodar region)

• How to assess the achievement of the strategic goal "making the best wine"
• How 4D can help you deal with those who get in the way of your long-term goal

Achievement of the strategic goal company is a marathon, during which we test ourselves for endurance, discipline and the ability to concentrate on the main thing. Here are some simple rules to help me along the way.

How often does a leader need to tackle or change the company's strategy? Most of the directors who created successful businesses, and management consultants agree on one thing: in these times - constantly. A change in strategy is not an indicator of weakness, but, on the contrary, an indicator of a company's vitality.

In this article, we have collected four types of strategic approaches, their examples, as well as templates and tables for determining the company's strategy.

Rule 1. There must be one goal

It is important for a business to focus on one main long-term goal. Even two goals will sooner or later begin to conflict with each other, which can lead to a defocusing of efforts and attention.

At one time, we made the mistake of setting ourselves two long-term tasks at once: to produce the best wine in Russia and to bring the company to self-sufficiency. We quickly realized that there was a serious contradiction between these two goals. Nobody makes money in the wine business today big money in the production of premium wine. As a rule, companies working for the mass segment and producing large volumes of wine from imported wine materials turn out to be in the black. Growing our own grapes for production, as we do, is expensive, troublesome and time-consuming. Taking into account all these reasons, we decided to diversify our business and start producing products with high margins - cognac and champagne. The main goal left the production of high-quality Russian wine.

Separating Urgent from Important: Formula 4D

Every time another fire breaks out, remember your priorities and choose the right action.

Down with! There are things that you shouldn't take on. Say, "No, I won't do it!" And be firm in your decision.

Delegate. If a job needs to be done, it doesn't have to be with your hands. Pass it on to your subordinates without much regret.

Until better times. Before you is an important matter, and you will not pass it on to others. However, it is also not worth doing it this minute, since the matter is not so important. Determine when you can start doing it and put it aside.

Let's! Do it now. These are tasks and projects, the implementation of which brings you closer to achieving the strategic goal. Start working on them without delay.

Rule 2. The goal should be as specific as possible

We need a unit of measurement that will be an indicator of progress towards the goal. For example, “to increase production” is a rather vague task, but “to double production in three years by building a new plant” is a concrete task. Quality has become our top priority, but it is not easy to measure it, because where there is a struggle between the good and the best, there is always a place for subjective opinion. We have found our own way of measuring.

Four times a year, we conduct a collegiate collection, during which we analyze the condition and quality of our wines and vineyards. An external assessment is also important for us - the opinion of independent market experts and rating agencies. Therefore, the task “to improve quality” can be formulated differently: for example, “to get a high assessment from experts”. To do this, we take part in Russian and international industry competitions, where our wines often take prizes in the category " Best wine Russia ".

Feedback from consumers and expert assessments help, without being tied to immediate profits, to steadily move towards the set goal. So, there is always a temptation to simplify the product - after all, this will not affect the sales market. Feedback is what inspires us to invest in quality.

• How to set goals and communicate them correctly to each employee

Rule 3. It is necessary to break the path to the goal into controlled stages

When we set ourselves the task of bringing the holding company to self-sufficiency, I developed a tactical plan consisting of three key points.

Reducing production costs due to partial uprooting of vineyards that do not bring a stable harvest and have no potential for sale.

Changing the product line for more intelligible positioning. We have identified a premium segment under the Lefkadia brand and an economy segment called Likuria.

Increasing the margin component of the business. Continuing to remain notable players in the wine market, we have also relied on the production of champagne and cognac. To do this, they bought a champagne factory (at the end of 2014, they closed a deal to acquire potentially better place- plant "Sauk Dere") and began the construction of a brandy factory.

The plan was designed for three years. One year - to reduce the cost, another year - to restart the line. By 2015, we planned to build a brandy factory and reach self-sufficiency. However, not all calculations have stood the test of time. For example, we had a disagreement over the uprooting of vineyards. In addition, our experience has not confirmed that it is more profitable to produce cognac and champagne than wine. Thus, one of the solutions to bring the company to self-sufficiency has not yet been fully tested.

The "General Manager" is made by you and for you. Thank you for being with us

Rule 4. You can not give up, even if the circumstances are stronger

No matter how detailed you plan your actions and calculate the deadlines, objective circumstances may arise that make you postpone your plans or make adjustments to the plan. And yet, you should always go back to the original plan as quickly as possible. Do not deviate from the goal and do not take on a new one without reaching the previous one. So, we had to delay the construction of a cognac factory for almost a year due to disagreements among shareholders. As a result, the contradictions were resolved, and we expect to launch production this year.

• Strategic planning: 7 steps from idea to implementation

Rule 5. Plans need to be adjusted

In the course of work, unforeseen difficulties may arise. For example, we were not going to greatly dilute the brands in terms of price, but after a year of sales, after analyzing the data, we realized that premium wine is sold as quickly as an economy drink. We had to overcome the resistance of consumers, who believe that Russian wine should be cheap, and raise the price of a premium brand (with small editions), the cost of which is already quite high. In this way, we increased the payback of the project by increasing the margin. As for the economy brand, here we were forced to compromise with distributors, adapting the selling price to the low cost on the shelf, and this brand began to pay off due to volume. In the end, both solutions worked towards a common goal: the premium brand remains the face of the company, while the economical one helps to move towards the self-sufficiency of the project and continue to invest in premium wines.

Rule 6. It is impossible to adapt the strategy to the wishes of the team

When we started to fulfill the first part of the plan - uprooting the vineyards, we proceeded from precise calculations: the maximum volume that the winery can use is 75% of the already planted vines. She cannot recycle the rest simply physically. Considering our claims to frost resistance and quality of individual grape varieties, the decision to reduce the planting volume was obvious to me. Refusal from unpromising varieties and uprooting old vineyards in favor of fruitful and younger ones is a widespread world practice, especially in the USA. However, we faced strong opposition from project leaders and agronomists who were sorry to destroy the fruits of their recent efforts. We carried out explanatory work, explaining that the company's task is to earn money, and not just grow grapes. However, the team tried with all their might to maintain the status quo, suggesting to see if the vineyards would not become better fruit in next year... By the time we had been growing them for about five years, the picture was clear to me, and there was no point in spending time and money to make sure of the obvious. As a result, we began to devote more time to personal project management, fired reluctant employees and hired those who shared our desire to bring the company to self-sufficiency.

Mikhail Nikolaev graduated from the Faculty of Humanities at the University of Pennsylvania, where he studied, in particular, French and Spanish languages, and received a Bachelor of Art. Additionally, he attended courses in finance, marketing and advertising at the Wharton School, and also completed a number of internships, including at Deutsche Bank and in the marketing department at FC Barcelona. In 2012, he developed a startup project ExpoPromoter in Kiev, and upon its completion, he joined the TicketForEvent team as a sales manager and marketer. In January 2013 he became the chief marketing officer of the Lefkadia company, and in September - General Director TD "Nikolaev and Sons".

LLC "Nikolaev and Sons"
Field of activity: winery
Number of staff: 150
Vineyard area: 80 hectares
Number of cultivated grape varieties: 24
Production volume: 180 thousand bottles of wine different sorts in year

Copying material without approval is permissible if there is a dofollow link to this page

The corporate culture of the company should include correct organization and effective achievement goals of the firm. This is necessary to determine the direction of development and ensure the implementation of the company's strategic plan for the near future.

You will learn:

• What are the methods of achieving the goals of the organization.
• What is the most effective strategy for achieving the set goals?
• How to achieve the set goals with the help of a high corporate culture in the company.
• How visualization can help a company achieve its goals.
• How to achieve your goals with kaizen practice.

Objectives must be clearly defined for each level of the organization, each of its departments and divisions, as well as for each individual employee. And not only current ones, but also long-term ones. Only then will employees realize what they are doing and what result they should get, and will be able to give a more accurate assessment of their activities in terms of approaching the goal.

How to understand that the goal has been achieved?

A certain result must be achieved. This is what we should strive for. When a person achieves a goal, it is necessary to set a new task and concretize what the expected result is. However, the application of this approach is advisable in relation not to one or several employees, but to all personnel of the organization.

Cycle of the strategic planning process (infographic)

It is necessary to build on the goal of the company, formulated in quality policy... You need to focus on it when assigning tasks to departments. And already on the basis of them, the goals of each sector are formed, the achievement of which is possible with the help of specific actions. The process is similar for the next stage: tasks of a lower level are formed taking into account the goals of a higher level. The lowest level is an individual employee, for whom goals, tasks and activities are thus determined. Formulation of individual goals for each employee is not required, you can define team goals.

Setting goals requires considering a number of factors:

• goals should be optimal, they should not be overestimated or underestimated;
• it should be possible to objectively measure targets with obtaining specific numerical values;
• it is necessary to clearly define the time frame for achieving goals;
• there must be a necessity in achieving goals, they must be useful.

Employees should also be involved in setting goals. But the choice of ways to achieve them is the prerogative of the employee himself. Creation falls on the shoulders of the leaders necessary conditions to achieve the goal (time, personnel, funds). In the process of work, you may also need help from the management (advice). In addition, it must monitor the timeliness of tasks and, if necessary, adjust the goals. Another responsibility of managers is to compare the goals of different departments and avoid the presence of competition and contradictions between them.

The task of the manager is to monitor the execution of tasks, the work process, interfering with it if necessary. When done right, 'purposeful management' is a great motivator for staff because success can be measured and results in achievement are evident. The organization will improve communication - both regarding personal success and the results of the entire unit. Coordination of individual goals and objectives with the overall goals of the organization will become real. And if an employee sees that he is participating in achieving a common goal, then he does not focus on his own interests. In addition, he understands the work of others better.

Example

In 2009, the management of one organization took steps to achieve the target turnover figures. The goal was to sell $ 7 million worth of goods in 5 months. The CEO developed a plan, according to which the task of 20 employees for the next 2 months was to call potential customers and communicate with those who have already purchased goods from the company.

Employees had to find out if customers were going to upgrade or expand their computers and purchase software. The phone calls showed that customers are not opposed to cooperation. The estimated amount of transactions amounted to more than $ 22 million.

Those who called potential buyers made sure to record their needs if the customers were even slightly interested in the company's products. This information was sent to the department that interacts with customers. The telephone sales team was eager to meet the challenges they faced, and they did it. However, as it turned out later, the sales totaled only $ 2.5 million.

What caused the failure? Analysis of the achievement of the organization's goals showed that in order to fulfill the plan, employees deleted old records and created new ones, while being too optimistic about the likelihood of sales. For example, having called a client in Yekaterinburg, the employees found out that he wants to purchase products for $ 20 million within 3 months, and in 2-3 years he plans to purchase products for $ 600 million.

And the system indicated that the amount of transactions with this client in 3 months will be $ 600 million. That is, the key goal (sale) was replaced with a secondary one (filling the system with data on the expected amount of transactions in the future).

How to achieve goals according to the "Ivanushka the Fool's strategy"

Changing economic conditions, new technologies and competitors pose a challenge to top managers and employees of companies. Past experience, solutions that have already been tested in practice, do not give the desired effect. The search for new options is associated with risk, so there is a sense of a dead end.

To abandon yesterday's actions and solve the problem, use the "strategy of Ivan the Fool". Learn how this technology works in the Commercial Director ezine article.

Practitioner tells

To achieve your goals, adhere to the formula "goal - mission - politics"

Eric Blondeau,

General Director of the Russian network of hypermarkets "Mosmart", Moscow

The core of an organization's strategy is corporate resources. When constructing it, I recommend adhering to the formula “goal - mission - policy”.

The purpose of the organization needs to be specified. Every employee should know it. Our goal is to increase the capitalization of the company. The goal is based on the mission, and that - on the four postulates of the company:

1. Clients of the Mosmart multi-format retail network receive the highest quality service that meets the most demanding requirements.
2. The task of the company is to satisfy all the needs of customers.
3. Our organization uses innovative ways of working with consumers and is constantly improving them.
4. We have excellent conditions for employees, allowing them to grow and develop professionally.

The mission is a kind of foundation. Management priorities are based on company policy. It focuses on people, assets, finance and products. Any employee trained by the company is familiar with its policy. Management is entirely determined by her. It even reveals the ability of the organization's personnel to achieve the designated goals, the company's architecture, etc.

Methods for achieving the goals of the organization

The way to achieve the goal (how to achieve it) is considered in general sense, namely, what activities the organization conducts. In order to avoid confusion and misunderstanding in the process of completing tasks, managers should develop additional plans and specific guidelines for achieving goals. The process of implementing all points of the strategy must be debugged.

Formal planning has the following key components: tactics, policies, procedures and rules.

Tactics. To implement plans for the long term, you need to create and short-term, consistent with them. Short term strategy is a tactic. Let's characterize tactical plans:

• The development of tactics is carried out in the development of strategy.
• Strategy development usually involves senior management, while tactics are the responsibility of middle managers.
• A tactic is a plan of action for a short period of time, as opposed to a strategy that is long term.
• The complete detection of strategic results may not be possible for several years, while the results of the implementation of tactics can be found quite quickly. They are easy to correlate with specific actions.

Politics. Once the strategy and tactics have been developed, leaders need to set additional benchmarks so that staff do not become disoriented and misinterpret the company's plans. That is, you need to develop a policy.

A policy is a general guideline for action and decision making. Its task is to facilitate the achievement of goals.

Typically, policymaking is carried out by senior leaders. It is being developed for a long time. It directs action towards achieving a goal or completing a task. She explains what methods should be used to achieve the stated goals. Politics helps to maintain consistency of goals and avoid making short-sighted decisions.

Procedures. It takes more than politics to drive action. It is also obligatory to develop procedures by managers. Using this experience to make future decisions can be very beneficial for an organization. Reminders of the past help prevent wrong actions. In the case of frequent repetition of the situation when making a decision, managers tend to try to use a proven method of action, considering it the right one.

A procedure is a description of the actions required to take in a specific situation.

Rules. If the plan can only be successfully implemented if the assignment is accurately completed, then management may decide that there should be no freedom of choice. It can be completely eliminated even when there is a likelihood of such behavior of employees, which can cause undesirable consequences. To limit the actions of personnel in order to ensure compliance specific tasks rules can be developed in certain ways by management.

The rule prescribes a certain course of action in a specific single situation.

The difference between rules and procedures is that they regulate the solution of a specific and limited issue, while procedures are guidelines for action in situations in which several sequential operations are interconnected.

• How to lead a team: developing an action plan

An effective strategy to achieve the goals of the organization

A strategy is a set of rules and techniques that allow you to achieve the main long-term goal of an organization's development.

When developing a company's development strategy, the following requirements must be observed:

• the choice of a strategy can be based on intuition and management experience, but how feasible and high-quality it will be depends mainly on the methodology for its development, analysis of the situation and trends in its change, taking into account the main factors of successful development;
• if the development strategy is not based on a specific, understandable and real goal, then success will not be achieved; this goal should become the goal of management, a reflection of the potential of the organization;
• people are involved in the implementation of the strategy, therefore, when developing it, remember about the need to take into account the human factor. Whatever the ideal strategy may be, it can be implemented only on condition that the staff will be interested in its implementation;
• strategy is not only a set and sequence of probable results of an activity, but also the ability to distribute its stages in time. Strategy development requires the correct timing, and its implementation requires the efficient use of time.

The organization's strategy is a program that allows for long-term management. In this regard, management technologies, the level of training of personnel, the socio-psychological situation in the company must correspond to the content of the strategy.

A company may have more than one strategy. Let's consider the most important one - the economic one. It provides answers to the questions "What and how much to produce?", "What methods and means to use for production?", "For whom and when to produce?"

These questions will be revealed if the economic strategy clearly regulates:

• how to research the conditions of competitive advantage;
• how to study the markets of potential goods and services and choose such areas of activity that will allow the company to be flexible in changing market conditions, that is, to reorient to work in the economic, legal and social zones that are the most favorable;
• how to form an assortment portfolio of an organization so that it is relevant and meets individual and production needs potential clients(both domestic and foreign), and also ensured, on this basis, the company's regular receipt of economic profit, that is, one thanks to which the implementation of the expanded reproduction program is possible;
• how to distribute the organization's own funds and additional (attracted from outside) between various areas of activity so that the productivity of their use (profitability) is the highest;
• how to interact with factor markets, valuable papers, foreign exchange markets, in order to be able to maintain the strategic potential of the company in economic terms at a level that ensures the possession of a competitive advantage throughout the entire life cycle;
• what should be the pricing policy so that it can ensure the sustainability of the organization in the future, both when operating in traditional market segments and when developing new ones;
• how at an early stage to detect the prerequisites for crisis phenomena both in the country's economy and its branches, and within the organization; how to prevent the insolvency of the enterprise, its collapse.

Establishing the rules and techniques that make it possible to effectively implement these areas of activity, the economic strategy of the company from the moment when its production profile begins to form, and all subsequent time, while it will operate, should have the goal of maintaining a competitive advantage, preventing bankruptcy, ensuring good profit in constantly changing conditions.

An analysis of the above aspects of economic strategy makes it possible to understand that it is possible to develop effective strategic decisions only by processing large amounts of information of a different nature, which must first be collected. These are the main directions of the organization's activities when developing a strategy:

• negotiating with various groups of strategic influence, potential suppliers of raw materials and materials, buyers, customers, etc .;
• direct development of strategic decisions.

Components of an economic strategy: product strategy; pricing strategy; interaction with the markets of resources, money, securities, reducing transaction and production costs; foreign economic and investment activities; staff incentives; bankruptcy prevention.

All these components of the economic strategy are united by the fact that they form the motives prompting to make this or that strategic decision, and ensure the effectiveness of achieving the goals of the organization.

5 golden rules for an organization to achieve its goals

Achieving the long-term goal of an organization can be compared to running a marathon. This is a test of how hardy, disciplined you are and how to focus on the main thing. Adhering to the following rules will help you to reach the finish line with dignity:

Rule 1. There must be one goal

A business should have one long-term goal. Otherwise, a conflict between goals is inevitable, fraught with the dispersion of efforts and attention into several directions.

Download material:

Practitioner tells

Don't try to achieve two long-term goals at once.

Mikhail Nikolaev,

Once we made a mistake, starting in parallel to tackle two long-term tasks: to become the leaders of wine producers in Russia and to reach self-sufficiency. After a short period of time, it became obvious that these goals contradict each other. It is impossible to make huge profits by producing premium quality wine. It is mainly those who make wine in large quantities based on imported wine materials that make their fortunes. Independent cultivation of grapes for our production (what we are doing) requires a lot of money, effort and time. Realizing this and thinking everything over well, we diversified our business and started producing drinks with high margins - cognac and champagne. Although the main goal remained the production of Russian wine High Quality.

Rule 2. The goal should be as specific as possible

It is necessary that the degree of achievement of the goal can be measured. For example, the task "to expand production" is uncertain, it needs to be concretized: "to double the output in 3 years by launching a new workshop." In addition, external assessment is important - the opinion of independent market experts and rating agencies. Therefore, another formulation of the task "to achieve the output of higher quality products" is possible: "to get a high assessment from the experts."

Reviews, wishes and recommendations of clients, as well as expert assessments help to achieve the set goal without straying from the path and not being tied to momentary profits. You always want to release a product simpler, because this will not affect the sales market. And the feedback makes you want to invest in product improvement.

Rule 3. It is necessary to break the path to the goal into controlled stages

Develop a phased tactical plan, during the implementation of which you need to:

• reduce the cost of production by getting rid of assets that are not a source of stable income and do not have the potential for sale;
• change the assortment portfolio of the organization, which will position itself more specifically. It is advisable to divide your product line into segments (premium, economy);
• increase the margin component of the business.

This plan should be implemented in 3 years. The first year will be enough to reduce the cost, the second - to restart the line. For the third year, you need to reach self-sufficiency.

Rule 4. You can not give up, even if the circumstances are stronger

Even with proper planning and accurate timing of tasks, there is a likelihood of objective circumstances that require a temporary suspension of actions or adjustments to the plan. However, returning to the original order is mandatory. The sooner it happens, the better. You cannot turn off the chosen path and leave the previous tasks unfulfilled, taking on new ones.

Rule 5. Plans need to be adjusted

On the way to your goal, you are likely to face unforeseen difficulties. Be prepared to change plans to suit new circumstances.

Practitioner tells

Plans don't always match reality

Mikhail Nikolaev,

managing director and co-owner of the company "Nikolaev and Sons", p. Moldavanskoe (Crimean region, Krasnodar region)

We did not plan to separate brands by price, but after working for a year and analyzing the data, we saw that sales of premium wines were doing just as well as sales of inexpensive wine drinks. When we increased the price of premium wine produced in small batches and having a high cost price, we faced a misunderstanding of buyers: they believed that a domestic drink could not be expensive. Nevertheless, the margin increased - as a result, the payback of the project increased. In the case of the economy segment, we had to work out a compromise solution with distributors, which made it possible to adapt the selling price to the low cost on the shelf.

The payback of this brand became possible due to the growth of sales. As a result, the premium line became the face of the company, and the sale of inexpensive drinks made it possible to accelerate the movement towards self-sufficiency and raise funds for the development of the premium brand.

How employees can help the organization achieve its goal

For example, you have set a goal. The next stage is to attract personnel to its implementation and assess their ability to reach the end. It is best to do a goal presentation and then brainstorm. Stay calm if criticized. Listen to the opinion of each employee. The ability to achieve goals with the help of your employees is a testament to excellent management skills.

In one of the organizations, sales decreased in 2003-2004. Some of the personnel were laid off, other workers were in a state of uncertainty. They needed to enter a new market. There are about 20 people left in the state. We organized a meeting, informed about the current situation of the company, identified the main goal.

Each employee should offer his own way to achieve the set goals and objectives and tell how he would solve the problem in a presentation.

A week later, 20 projects were ready with a description of the specifics of a certain area of ​​work. At the general meeting, proposals were identified that have the greatest value. On their basis, a master plan was developed, after which individual goals were determined for each employee. Great importance what played was that they practically set them up for themselves and therefore were ready to start implementing them.

The new strategy had a strong impact on sales: in the first 3 months, the company's revenue dropped significantly. However, the staff understood what was happening and continued to work hard. The management, having assessed the circumstances of the employees, allocated funds for their material incentives. By the end of the year, the organization saw a 35% increase in sales.

Practitioner tells

Set goals based on results achieved

Vladimir Mozhenkov,

General Director of the "Audi Center Taganka" company, Moscow

When setting goals for both yourself and your employees, you need to take the results already obtained as a basis. For example, the sales proceeds last year were a certain amount. This means that this year you should achieve slightly higher indicators, but in no case less. You need to set goals taking into account the available resources.

If the loan of the organization is equal to 100% of equity capital, then this should be taken into account when planning. Only their ambitions can be taken into account.

The goal should be quantifiable. You have to serve so many buyers, sell so many units of goods. Be specific about your goals. For example, the goal is to sell 2,000 cars by the end of the year. It will take constant tracking of sales to understand if you are getting closer to your goal. If you formulate it vaguely, then the implementation will be impossible. After setting the main goal, you should break it down into smaller ones.

If the company is developing progressively, then this indicates the competent management of it. Let us explain using the same example. Your goal is to sell 2,000 cars in a year. All in all, 10,000 cars were sold in the capital. That is, you occupy 20% of the market volume. There are two nuances to consider.

First- you have to sell 2,000 cars, even if only 2,500 will be sold.

Second nuance - a mandatory analysis of the situation after reaching the goal. For example, you sold 2,000 cars, but the total number of cars sold in Moscow is 12,000. That is, competitors have sold 10,000, which indicates the need to refine your strategy. In order to achieve the strategic goals of the organization, it is necessary to constantly raise the bar.

In addition, the achievement of the goals you have outlined is possible only if the organization's personnel are motivated to do so, and the company's priorities coincide with his. This can be achieved by developing a corporate culture, correctly developing a system of incentives, creating a trusting atmosphere, ensuring the possibility of personal communication between employees and management.

It is very important for the manager to correctly assess the employee's potential and determine his priorities. Staff should see their boss as a role model.

How visualization contributes to the achievement of organizational goals

The prospects for visualization as an HR tool to achieve organizational goals are diverse and ambitious.

To effectively manage employees, you need to influence them, using for this purposefully and dosed in various ways:

• stimulate them (based on the satisfaction of certain needs and requirements);
• inform (provide information necessary for independent planning and organization of the work process, as well as development);
• convince (why influence the personal values ​​of the employee);
• coerce (apply administrative measures in order to force them to perform their duties).

The perception of most of these techniques is easier if they are presented visually.

Visualization in the general sense is a set of techniques and methods that allow converting numerical information (static and dynamic processes) into a visual spectrum that is convenient to perceive.

Visualization makes it possible for a clear and accessible demonstration of almost any process, from the personal results of each employee to the overall achievements and strategic plans for the long term.

The high importance of visualization tools is due to several reasons:

1. Visualization tools make it possible to present the strategy in an accessible way and describe the company's business processes for personnel in a graphical form.
2. Visual objects play an important role in the formation of the organization's image - videos about the history of development, achievements, grandiose plans, a symbol and a logo.
3. One of best instruments is an infographic, with the help of which a simple and visual presentation of the results of activities for a certain time is possible.
4. Individual schedules of each employee with indicators of their successful projects (transactions, sales, professional achievements) - good way staff motivation.
5. Using video materials, infographics in professional training, listening to webinars - effective method improve the level of qualifications and acquire new knowledge and skills.
6. To create an optimal microclimate in the team and make employees feel like they are common cause, many market leaders shape and communicate corporate and collective values.
7. Gamification is a way to motivate employees. It involves involving them in a corporate game or competition.

These are not all visualization possibilities. Taking into account the fact that now everyone uses mobile devices and have constant access to the Internet, programmers have developed many tools that ensure continuous communication with each of the employees of the organization.

Here are examples of just some software that helps in team management, that can motivate and inform employees by ensuring their constant relationship:

1. Org Visualization by Nakisa- a program that visualizes organizational structure... In it, you can view data about all employees, analytical indicators (for HR specialists and managers). Social network is integrated into the software.
2. Data Quality Console- this program allows you to find errors and analyze personnel and organizational data. Its use guarantees the timely detection of various errors. Their graphic display is provided.
3. Succession Planning is a tool for talent management. With its help, it is recommended to carry out the selection of personnel according to key indicators, as well as create a pool of successors.

Kaizen as an effective method of achieving the goals of the organization

There is a simple method to achieve a difficult goal: the movement towards it must be slow, but sure. The name of this method is "kaizen".

1. Ask small questions. Often, the questions asked by management to subordinates are too difficult: "What are your daily actions that will help the company to take a leading position in the market?" Questions like these make employees nervous. Better to ask in a different way: “What activities can you suggest to improve production process or products? " For example, an American Airlines flight attendant noticed that most passengers left the olives in salads uneaten, which she reported to management. Having learned that the prices for the dishes supplied by the airline depend on the amount of ingredients in them (they are higher for complex multi-component dishes), the management decided to order the salad without the olives. This saved USD 400,000.
2. Take small steps. Actions that do not change the way they are used to work do not put employees on alert. Medical Center lost customers: they had to wait too long for their turn, and they moved on to competitors. It was not possible to hire additional staff or limit the duration of the appointment to solve the problem. But the management found a way out: the nurse personally apologized to each patient who had to wait a long time, and the doctor, when parting with him, sincerely thanked him for choosing the clinic. The measures taken led to a 60% reduction in patient outflow in a few months.
3. Solve small problems. One Toyota manager changed the main rule of assembly: before, when the conveyor was moving, the employee performed only one operation, and control of the product quality at the exit was the task of the inspector. After the changes, cords were attached along the entire line, with the help of which the worker could stop the conveyor at any time if a defect was detected. This made it possible to significantly improve the quality of the products. Timely identification and elimination of small problems should be a priority. It will help prevent them from escalating into a system error.
4. Give out small rewards. US-based Southwest Airlines rewards employees for excellence with $ 5 product coupons. This practice shows that such incentives are no less effective than expensive gifts and large bonuses. This is easy to explain: large rewards create a heightened sense of responsibility, and the creative impulse can be dimmed. By receiving small gifts, people are inspired to work even more productively.

• Efficient Manufacturing and Kaizen: Applications and Results

Practitioner tells

Why you need to help your competitors

Michael Roach,

Tibetan Technician Application Expert, New York

Among the techniques that I like to use, it is worth highlighting the technique for achieving the “4 steps” goal. Their Tibetan names are Shi, Samba, Sherpa and Tartuk.

Step 1. Decide on your desires. The thought must be clear. For example, you are the head of a company or your desire is to increase profits by 30%.

Step 2. Find someone who has the same desire and help him. That is, you need to find a business owner or manager that you can help grow. This is not easy because we usually see other competitors and don't want to waste time and money helping them (imagine the Coca-Cola Company is helping PepsiCo). But this is the requirement of this technique: you need to help a colleague who wants to increase their income at no cost. Explain to him your initiative to help unselfishly by wanting to plant a mental seed. Do someone else's business for one hour a week, such as Friday night. I don’t know about Russia, but it’s not customary to work in the United States on Friday afternoons. Therefore, spending an hour helping others will not negatively affect your affairs. What can you do for others? You can help with website, marketing, new product development.

Step 3. Help in practice. For example, already in training, I found a competing Mexican training organization whose goal was to launch their own training course. I invited her to develop a joint program. As a result, the lecture was attended by several thousand listeners.

Step 4. Be glad that you helped someone else. In the previous steps, you will plant a seed in your mind. However, it may not germinate if not watered and fertilized. How to do it? Before going to bed, think about how you have helped your coworkers. If your thoughts make you happy, rest assured that it will act on the seed like water and fertilizer. Regular "watering" will ensure quick shoots, and from them will grow what you want.

10 common mistakes that get in the way of your goals

Mistake 1. There is no motivation, but you continue to work on the goal

Due to the fact that the case cannot be left unfinished.

This is indeed the case. And the mistake is not that you do not give up what you started, but that you work without enthusiasm.

And the point is not that, working reluctantly, having gathered all the willpower into a fist, you spend a lot of time and energy, tuning in to each action for a long time. And the fact is that you do everything less efficiently and even if the designated goal is achieved, you (or your customer) will not be satisfied with the result.

Motivation can disappear, and no one is immune from this. However, to obtain excellent results its presence is mandatory until the end of the task.

Mistake 2. The goal is formulated incorrectly

Inaccurate formulation of goals or defining them as desires leads to the fact that they become physically unattainable. And working with them is similar to shooting at a target that is not visible.

If the goal is formulated correctly, then it will sound like a specific result that can be measured, seen or felt. There are various methodologies that suggest using from 5 to 14 criteria in determining the goal to ensure the effectiveness of the formulation.

Mistake 3. The goal is not in line with your values ​​or not at all yours

An example is the desire of an honest person with the right values ​​to make quick money using dishonest methods. And he can't do it at all.

Another example: a person has a goal - to write a dissertation, although he does not need it at all, but his father insists. Or he wants to buy an expensive car to raise his value in the eyes of colleagues.

If the goal is not yours, then its achievement will be either impossible, or it will not give you joy, a sense of satisfaction and the feeling that you were not trying in vain.

Therefore, be sure to analyze the goal in terms of alignment with your values. In case you doubt that it is yours, its transformation is necessary.

Mistake 4. The plan is written in the form of actions. You think like a "processor"

This error is not easy for people with a process metaprogram to notice. According to the “results-makers”, who represent the world in the form of results, achievements and checklists, the “processors” are lagging behind life. But this is not so, they are simply characterized by "streaming". For them, it is normal full immersion into the process and endless improvement, since there are no specific exit criteria.

If the plan contains a list of what needs to be done, then its author is definitely a "processor". And the effectiveness of this type of plans is the lowest. They take too long and in most cases they cannot be completed at all.

If you see a "processor" in yourself, do not give up. Do not try to transform into a "resultant", because you have your own advantages. Just use the templates developed by the "deliverables" when making plans. Then you will be effective.

Mistake 5. Some of the steps in the plan depend on the circumstances and other people

If so, don't rule out the possibility that you will fall behind the plan all the time through no fault of your own.

Basically, people take it for granted: “How could it be otherwise? Even the shops have a working schedule! " But using this approach entails dependence on others. Of course, the complete elimination of the influence of factors beyond your control is impossible, but the plan should definitely not depend on them.

Mistake 6. There is no system for your purposes, you grab one thing or the other

Imagine that your task is to collect a bucket of water. To fill it, you take water from the lake with a mug. The bucket is your goal and the mug is your daily volume. The plan is to fill the bucket completely, for example in 20 days.

Now imagine that there are 5 buckets (or more, how many goals you have) and you constantly pour the water from the mug into different buckets. And in 20 days none of them will be complete. As well as in 40 and 60 days.

The goal will be reached in about 80-100 days. Does it suit you? Most likely, in this case, you will have to give up some goals. Or you will take on everything at once, but you will not get the desired results.

However, focusing on only one target is also undesirable. It can be compared to eating monotonous food for 20 days - it will soon get bored. Develop a general plan and priority system.

Mistake 7. The goal is either too large, and it is not clear where to start, or too small and does not ignite you

In order not to be unmotivated, people often set too ambitious goals and do not know where to start achieving them. Or, on the contrary, they are afraid of big goals and the motivation is lost. It might seem like the way out is to find the golden mean, but this is not the correct solution.

You need to set a goal that is large enough for your inspiration. However, at the same time, it must be achievable and realistic. Don't look at goals flat, use the matryoshka principle.

Mistake 8. You are constantly distracted, do not keep your concentration on the goal

This is not really a measure of how well you can concentrate. After all, if a person is interested in what he is doing, there are no problems with concentration. The difficulty lies in turning the process of achieving the goal into a routine.

To solve it, you need to be able to turn a routine into an interesting process.

Mistake 9. You quickly light up with a new target, and then your interest dies out just as quickly and you drop the target.

The success of your actions is ensured if you are loyal to the designated goal. There is nothing difficult here: if you are not ready to work until you achieve the desired results, then the goal is not yours and you do not need it.

Working with goals is difficult. The main difficulty is to define YOUR goal. If you can handle this, then the rest will be easy. It's like finding love.

However, not everyone follows the quality of the target. Basically, everyone strives to quickly "tick off" and type as many of them as possible. As if this is the most important thing ...

Mistake 10. You constantly postpone the beginning of actions and start them when there is not enough time and energy for high-quality work.

The effectiveness of motivation by the deadline is certainly the highest, but this option is "caveman". It's time to get used to modern technology.

Information about experts

Mikhail Nikolaev graduated from the Faculty of Humanities at the University of Pennsylvania, where he studied, in particular, French and Spanish, and received a Bachelor of Art. Additionally, he attended courses in accounting, finance, marketing and advertising at the Wharton School, and also completed a number of internships, including at Deutsche Bank and in the marketing department at FC Barcelona. In 2012, he developed a startup project ExpoPromoter in Kiev, and upon its completion, he joined the TicketForEvent team as a sales manager and marketer. In January 2013 he became the chief marketer of the Lefkadia company, and in September - the General Director of the Nikolaev and Sons Trade House.

LLC Nikolaev and Sons. Business profile: winery. Number of staff: 150. Vineyard area: 80 hectares. The number of cultivated grape varieties: 24. Production volume: 180 thousand bottles of different types of wine per year.

Michael Roach- one of the founders of Andin International, bought in 2009 by the Warren Buffett Foundation for $ 250 million. The author of the book "Diamond Cutter" (M .: " Open world”, 2005), in which he told about the history of his company and systematized the Tibetan principles that allowed it to succeed. More than 3 million copies of this book have been sold worldwide. For the past ten years, he has been conducting seminars teaching businessmen in Tibetan techniques.

It is a set of basic principles that define an action plan to achieve a chosen goal. Strategy determines how you will achieve the desired result.

If your goal is to lose weight, then there will be one plan of action, different from the goal - to get rich. But a strategy for achieving a goal is suitable for many purposes, and even at the stage of setting it can help to develop a detailed plan for how to achieve the desired result.

Lettering on the dice: strategy = brain + plan + manage (act)

Goal achievement strategy

1. Study the goal carefully. Understand her

Study your goal carefully, inside and out. Collect as much information as possible about her. The more you know your goal, the better you will be able to answer the question of how to achieve it.

2. Identify obstacles to achieving the goal

Conduct a brainstorming session to find out all the obstacles that would prevent you now (or prevented in the past) from starting to achieve your goal. Make a list of all such obstacles on the way to her.

3. Ways to achieve the goal

Never trust one way to achieve a goal. Always look for the maximum number of such. Find out, make the largest possible list of how you can achieve this goal.

4. Determine the most effective ways to achieve the goal

When there are a dozen ways how to achieve, choose the most effective of all. ( to help)

5. Flexibility in planning

If the same efforts lead to the same disastrous results, then isn't it time to change the efforts themselves. Maybe you should do something differently?

If you have already achieved this goal and the result did not please you, or rather its absence, then you should pay attention to other ways to achieve the goal, return once again to paragraphs 3 and 4.

In general, you cannot be a curly lamb that is inserted into new metal structures (gates), blindly follow the plan and be stubborn. The world is changing and the plan will have to be adjusted more than once. It is important to remember this and take into account in advance.

6. Availability of resources to achieve

You need to know everything that is needed to achieve the desired result. These are both material opportunities and the availability of time, desire and knowledge.

For example, it is foolish to set goals for which you may not have time.

7. Consistency of purpose and environment?

8. Learn new skills or habits, according to the goal

New goals often require new skills from us. What will you need to learn? What's new to learn?

9. Take responsibility for the result of achievement on yourself

Taking responsibility for yourself means controlling the movement towards the goal, and adjusting the course in time if you are moving in the wrong direction.

10. Don't give up

Until you feel defeated - you are invincible, no matter what!

Strategic goals are a system of main 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 Objectives - 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 can also include: increasing the rate of growth of equity capital; 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 achieving strategic goals: market share, company capitalization, growth rates.

67. The concept of balanced indicators and key performance indicators KPI
A balanced scorecard or BSC is a concept of transferring and decomposing strategic goals for planning operational activities 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 BSC concept supports strategic planning, implementation and further adjustment of the strategy, by combining the efforts of all divisions of the enterprise.

In the strategic map and the BSC, the responsibility of departments and employees for achieving goals and indicators is necessarily determined.

The BSC methodology allows you to transfer the strategy to the level of the company's operational activities. Correct application 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, timing of achieving strategic goals; 2. Distribution between officials companies are responsible for achieving strategic goals; 3.
The development of the BSC begins with the creation of a strategic map. The strategic map reflects the causal relationships between the most important tasks necessary to achieve the target result. The target result is determined in several aspects - perspectives: finance, clients, business processes, personnel development. For each task included in the strategic map, its own key indicators are determined, which will measure the effectiveness of solving this task.

The BSC has a number of advantages: - it provides the enterprise management with a complete picture of the business; - allows you to anticipate the emergence of critical situations; - facilitates interaction at all organizational levels and gives an understanding of strategic goals to all participants in the production process; - provides strategic feedback and training; - helps to transform a huge amount of data obtained from a variety of enterprise information systems into information that is accessible for understanding.

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 with the preservation of the information security of the company and the confidentiality of data. This is due to the fact that in order for employees to understand the strategy of the company, their awareness of all the indicators of the company and intrinsic motivation all 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, KPI) - the performance indicators of the unit (enterprise) that help the organization in achieving strategic and tactical goals. Using key performance indicators (KPIs) gives an organization the ability to assess its health and help assess strategy implementation.

When considering the issue of including a management level in a standard map, a corporate concept is usually formed, while the indicators are checked for compliance with each of the following criteria, listed in descending order of priority: the indicator reflects a key aspect of the company's business; the indicator plays a significant role in the adoption management decisions; the indicator is “manageable”; the indicator has a potential sustained causal relationship with other indicators; the indicator is simple to calculate and collect primary reporting information; the indicator makes economic sense when consolidating at higher levels of responsibility.

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

2. Synergy of strategic results. This assessment takes into account the influence of the strategy on other elements of the system and subsystem of the organization in which it is implemented, and on other systems with which it interacts. Important components of synergy are economic results in the absence of additional economic effects. For example, while implementing a development strategy, the company acquired a food production company. As a result of the implementation of the strategy of difference, a number of synergistic effects appeared. So, trademark company and 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. The Trucking Tailor Freight Company has lowered transportation rates for the company and due to the fact that the total volume of orders for transportation has been increased. On the vacant premises of the acquired company, it became possible to build a workshop for the production of packaging. The company also acquired the plant's office located in the city center, which made it possible to move the main office of the company there and increased its prestige. The economic assessment of all components of the synergistic effect and their comparison with the costs showed the high efficiency 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 of investment projects that ensure the implementation of the strategy and other indicators.

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

The most important characteristic of the 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 for periods 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 of the strategy to the development of the economy of the firm, other organizations, territories, taking into account the synergistic effect.

4. Social outcomes of the strategy. They characterize the impact of the 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 considered unacceptable in civilized business today. Abroad, such companies are sharply criticized, lose clientele and are forced to leave the market.

Today, many firms trying to gain ground in global markets cannot succeed because they neglect social and environmental factors... Modern clients prefer companies that pursue a balanced social development policy that affects not only the economic results and sustainability of the company's development, but also the improvement of the working conditions of the personnel., The improvement of environmental performance, the development of organizational culture, supporting the territories in which it operates.

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

5. Environmental results characterize the most important requirements for ensuring environmental protection. The modern economy is becoming more and more dependent on environmental norms and restrictions, environmentally oriented. In industrialized countries and gradually around the world, strict standards are being introduced that limit the possibilities of uncontrolled development of production. The role of environmental components, including resource conservation, is increasing dramatically. Already today in the world there is an acute shortage of such resources as pure water, energy and a variety of natural resources. This deficit is growing every year. The competitiveness of companies is increasingly determined by their ability to develop and implement clean, resource and energy efficient technologies. The development and implementation of "clean" technologies requires additional investments. The indicators of environmental results are the reduction of the level of environmental pollution, the restoration of the biosphere, and the saving of scarce resources.

6. Reducing the risk of emergencies and preventing damage. Fast growth production facilities, the development of complex technologies and energy consumption is accompanied by the risk of technogenic emergencies (ES), which are major accidents, fires, industrial disasters that can cause irreversible changes in environment, lead to mass death of people, destruction of flora and fauna. The impact 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 developed strategy, the question of abandoning it is raised. The more reliable the planning of the project, the higher and more accurate the assessment of its risks should be.

To assess risks, it is advisable to use sensitivity analysis methods that provide for 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 likely changes in the environment that affect the decline in economic results and the efficiency of the company. Risks can change dramatically to different stages strategy development (short-term, medium-term, long-term). If it is impossible to quantify the risks, then you can apply an assessment on a scale:

a) the event is impossible;