A Methodological Approach for Effective and Sustainable Strategic Planning in Independent Authorities: The Case of the Hellenic Ombudsman

2019 ◽  
pp. 159-168
Author(s):  
Athanasios Raptis ◽  
Odysseas Kopsidas ◽  
Labrini Motsia ◽  
Stefanos Polymenopoulos ◽  
Adamadia Simopoulou ◽  
...  
Keyword(s):  
Strategic Planning ◽  
Methodological Approach

scholarly journals Balanced Scorecard: estudo sobre sua utilização como instrumento de gestão na empresa Novo Nordisk no Brasil

ForScience ◽  
2019 ◽  
Vol 7 (2) ◽  
Author(s):  
Edmar Souza Moreira ◽  
Wagner de Paulo Santiago ◽  
Igor Veloso Colares Batista
Keyword(s):  
Strategic Planning ◽  
Balanced Scorecard ◽  
Common Knowledge ◽  
Methodological Approach ◽  
Structured Interviews ◽  
The Balanced Scorecard ◽  
Agency Conflict ◽  
Definition Of ◽  
Pharmaceutical Production

Difundido entre empresas de todo o mundo, o Balanced Scorecard, três décadas após a sua criação, continua sendo um instrumento utilizado pelas empresas para gestão do  Planejamento Estratégico. Este estudo tem o objetivo de analisar a utilização prática do Balanced Scorecard como instrumento de gestão do Planejamento Estratégico na empresa Novo Nordisk Produção Farmacêutica do Brasil Ltda., identificando pontos de divergência em relação à teoria criada por Kaplan e Norton nos anos 90. Para a realização da pesquisa, foi adotada a abordagem metodológica empírico analítica, com a condução de estudo de caso em uma unidade fabril da empresa localizada em Montes Claros – MG. Foram feitas 19 entrevistas semiestruturadas com diretores e gerentes e aplicados 207 questionários aos demais funcionários. Os resultados mostraram que entre os gestores da empresa existe um conhecimento comum em relação às premissas para definição do Planejamento Estratégico e  um alinhamento sobre o Balanced Scorecard.  Contrariamente ao exposto por Kaplan e Norton sobre as etapas de criação do Balanced Scorecard, verificou-se que o processo na Novo Nordisk em Montes Claros é desenvolvido de forma inversa, primeiro são recebidas as metas advindas da matriz, para então ser desenvolvido o Planejamento Estratégico que levará ao atingimento destas metas. A pesquisa mostrou ainda as adaptações feitas pela empresa em estudo ao modelo proposto por Kaplan e Norton, de forma a minimizar as barreiras oriundas do conflito de agência que podem levar ao insucesso na obtenção dos resultados esperados para as metas definidas no Planejamento Estratégico das organizações.Palavras-chave: Balanced scorecard. Metas. Planejamento Estratégico.Balanced Scorecard: study on its use as a management instrument in Novo Nordisk company in BrazilAbstractDiffused among companies around the world, the Balanced Scorecard continues to be an instrument used by the companies to manage the Strategic Planning, even three decades after its creation. This study aims to analyze the practical use of the Balanced Scorecard as an instrument for the management of Strategic Planning in Novo Nordisk Produção Farmacêutica do Brasil Ltda (Novo Nordisk Pharmaceutical Production of Brazil Ltda), identifying points of divergence from the theory created by Kaplan and Norton in the 1990s. To develop the research, the analytical empirical methodological approach was adopted, with the conduction of a case study at a company unit located in Montes Claros - MG. There were 19 semi-structured interviews with directors and managers and 207 questionnaires were applied to the other employees. The results showed that among the managers of the company there is a common knowledge regarding the premises for the definition of Strategic Planning and also an alignment on the Balanced Scorecard. Contrary to what Kaplan and Norton presented about the stages of the creation of the Balanced Scorecard, it was verified that the process at Novo Nordisk in Montes Claros is developed in an inverse way: first, the goals coming from the head quarter are received. Then the Strategic Planning, which will lead to the attainment of these goals, is developed. The research also showed the adaptations made by the company under study to the model proposed by Kaplan and Norton, in order to minimize the barriers from the agency conflict that can lead to the failure to obtain the expected results for the goals defined in the Strategic Planning of the organizations.Keywords: Balanced Scorecard. Goals. Strategic Planning.  

Development of the cultural sphere in strategic planning documents for the regions of the Far-Eastern federal district

2021 ◽  
Vol 94 (1) ◽  
pp. 45-56
Author(s):  
G. N. Stroeva ◽  
Keyword(s):  
Economic Development ◽  
Strategic Planning ◽  
Methodological Approach ◽  
Federal District ◽  
Government Programs ◽  
Interconnected System ◽  
Regional Strategies ◽  
Socio Economic Development ◽  
Regional Strategic Planning ◽  
State Programs

At the legislative level, it is established that the culture of Russia, as well as natural resources, is the property of the country and an important resource for the socio-economic development of all its territories and improving the quality of life of the population. Improving the management process and strategic planning of development of the sphere of culture is due to the need for more efficient use of public finances and the level of investment attractiveness of the industry. Strategic planning tools play an important role in optimizing the process of managing of the sphere of culture. The analysis of state programs and strategies sections of the socio-economic development of the eleven regions of FEFD on the development of the sphere of culture, revealed the structural and methodological problems of the development of regional strategic planning documents in the sphere of culture. The main problems include: inconsistency of the structure and content of strategies and programs with methodical instructions (recommendations) and the procedure for their development; lack of a unified methodological approach to understanding the essence and basic components of strategies and programs; lack of a unified approach to the number, composition and presentation of target indicators; insufficient level of interconnection of regional strategic planning documents. A serious problem in the development of strategies and programs is the lack of uniform requirements for indicators for assessing the implementation of strategic goals and objectives, measures of government programs, as well as an interconnected system for assessing strategic planning documents developed at different levels of management. Differences in the structural elements and inconsistencies with the stated criteria are noted in the reviewed documents of all FEFD regions. The main reason for the discrepancy – is the lack of a unified methodology for the development of both regional strategies and government programs.

scholarly journals Development of Common Approaches to the System of Indicators for Strategic Planning Documents of Russian Regions

2019 ◽  
pp. 56-65 ◽  
Author(s):  
Svetlana Lipina ◽  
Natalya Sorokina ◽  
Lyubov Belyaevskaya-Plotnik ◽  
Lina Bocharova
Keyword(s):  
Strategic Planning ◽  
Russian Federation ◽  
Methodological Approach ◽  
Continuous System ◽  
Government Programs ◽  
Legal Documents ◽  
Russian Region ◽  
The Social ◽  
The Russian Federation ◽  
The Government

The assessment of strategic planning documents at various levels of the system of state and municipal governance should allow not only to track the degree of achievement of planned results and the type of development of allocated resources but also to contribute to a fuller and completer understanding of the essence of processes and changes in the social and economic system of the territory (country, region, municipality). The methodological approach to the development of the system of indicators of government programs of a Russian region in relation with the indices from strategic documents of federal and regional levels is suggested. It is proved that the methodology of development of target indices of strategic papers of a region of the Russian Federation must be founded on a continuous system of coefficients and indices of strategic papers of various governance levels for the increase of assessment efficiency and obtaining the possibility of using the results for the assessment of their impact on the achievement of the goals set. Based on the analysis of the content of the federal legal documents (Order of the Ministry of Economic Development of the Russian Federation of September 16, 2016 No. 582 and Decree of the Government of the Russian Federation of August 2, 2010 No. 588), the main requirements for the indices (coefficients) for strategic papers of the regional level are specified. The specific measures and practical recommendations on the development of common approaches to the system of indices (coefficients) of government programs of regions of the Russian Federation in relation with indices (coefficients) of federal government programs and the indices (coefficients) developed by other regions are suggested.

STRATEGIC ASPECTS OF SOCIAL DEVELOPMENT MANAGEMENT OF CORPORATE STAFF

2021 ◽  
Vol 16 (3) ◽  
pp. 183-199
Author(s):  
J.E. KOZHUKHOVA ◽  
◽  
S.I. OVSYANNIKOVA ◽  
Keyword(s):  
Strategic Planning ◽  
Social Responsibility ◽  
Social Development ◽  
Personnel Management ◽  
Corporate Responsibility ◽  
Management System ◽  
Methodological Approach ◽  
The Social ◽  
The Subject ◽  
Corporate Social

The main aim of the research is to distinguish scientific approaches to determining the essence of the management of social development of staff and the justification of interrelated management decisions aimed at developing strategic planning and forecasting in the personnel management system based on the principles of social responsibility. The subject of the study is the management system of social development of the personnel of economic entities. Research design is the basis of the theoretical and methodological research was the scientific works of domestic and foreign scientists concerning the strategic management of social development of personnel, as well as the concept of corporate social responsibility of business. Research results: the concept of strategic planning for the social development of personnel is presented, a methodological approach to evaluating the effectiveness of personnel management based on the principles of corporate responsibility is proposed, which allows determining the level of employee compliance.

Current issues of managing the military and economic activity of the State as part of strategic planning for the national development

2021 ◽  
Vol 17 (3) ◽  
pp. 404-418
Author(s):  
Sergei F. VIKULOV ◽  
Evgenii V. GORGOLA ◽  
Sambu R. TSYRENDORZHIEV
Keyword(s):  
Strategic Planning ◽  
Russian Federation ◽  
Methodological Approach ◽  
National Development ◽  
Armed Forces ◽  
Coherent System ◽  
Current State ◽  
The Russian Federation ◽  
The Military ◽  
Military Construction

Subject. The article deals with the management of resource supply and economic support to the military construction in terms of the national socio-economic development. Objectives. We evaluate whether it is possible to establish the uniform, structurally coherent system for industrial, S&T, budgetary, social and spatial planning of the military provisioning in the Russian Federation, considering the coercive growth of the national economy and the protection of the social stability and security. Methods. The study is based on the methodological approach that accounts for limited governmental resources and specific resources that could be allocated for key development activities of the Armed Forces of the Russian Federation. Results. We discovered that a set of military construction activities is determined by carrying out the comparative analysis of the current and desired views of the Armed Forces of the Russian Federation, generating possible organizational and technological actions to switch from the current state to the required one, making the preliminary estimation of costs and time of such options and choosing the most appropriate one. The multivariate systems approach to evaluating the current state of the military complex and future development should be the basis for choosing the necessary volume of military production to ensure the promising future of the Armed Forces of the Russian Federation, since such an approach provides for comprehensive research into material production. Conclusions and Relevance. During the preparation of program documentation on the technological base, the military complex gets a real opportunity to agree the technological parameters both with developers and manufacturers and the economic block of the government, thus raising the quality of strategic planning and ensure its implementation as much as possible.

Problems of socio-economic strategic planning in Privolzhsky Federal District regions

2019 ◽  
pp. 63-75
Author(s):  
A. G. Ataeva ◽  
V. V. Oreshnikov
Keyword(s):  
Strategic Planning ◽  
Russian Federation ◽  
Methodological Approach ◽  
Federal District ◽  
Planning Horizon ◽  
Information Support ◽  
Federal Law ◽  
Economic Agents ◽  
Regional Strategies ◽  
The Russian Federation

The authors of the article analyze the modern organizational, structural, methodological and informational problems of developing regional strategies in the period after the adoption of federal law № 172 «On strategic planning in the Russian Federation» and the Methodological recommendations for the development and adjustment of the strategy for socio-economic development of the subject of the Russian Federation . For this, a comparative analysis of regional strategies of the regions of the Volga Federal District was carried out. The following problems were identified: there is no single methodological approach to understanding the essence and basic elements of regional strategies; strategic documents of various types and levels are not agreed upon; long-term interests of economic agents in regional strategies are not consistent; lack of methodological support for the adaptability of targets and forecast indicators to changes in the external and internal environment; different institutional status and planning horizon of regional strategies; there is no single approach to the selection and presentation of target indicators in regional strategies; there is a problem of information support and methodological substantiation of regional strategies. The authors identified key areas for improving the information and methodological support for the development of regional strategies.

The Business Failure of Knowledge-Based Systems: Linking Knowledge-Based Systems and Information Systems Methodologies for Strategic Planning

1994 ◽  
Vol 9 (3) ◽  
pp. 173-184 ◽  
Author(s):  
Nathalie N. Mitev
Keyword(s):  
Information Systems ◽  
Strategic Planning ◽  
Methodological Approach ◽  
Recent Change ◽  
Business Failure ◽  
Knowledge Based Systems ◽  
Knowledge Based ◽  
Application Identification

It is first argued that the commercial failure of knowledge-based systems (KBS) is due to the lack of business emphasis of KBS development methodologies. This article outlines the evolution of KBS methodologies and the recent change of emphasis from a technology-driven to a business-led approach. It further examines the ‘application identification and selection’ activities of two KBS methodologies, KADS and STAGES. Their weaknesses are highlighted and it is argued that an integrated strategic methodological approach to the development of information systems and knowledge-based systems is required. The strategic phase of an IS methodology is then summarized; specific points within it where KBS-related activities could be incorporated are identified. This exercise illustrates how IS methodologies could be used as a basis for the joint strategic planning of IS and KBS systems.

scholarly journals Assessment of the enterprise strategic sets using Fuzzy CODAS method

2021 ◽  
pp. 13-22
Author(s):  
V. Balan
Keyword(s):  
Strategic Planning ◽  
Methodological Approach ◽  
Multicriteria Analysis ◽  
Computing System ◽  
Expert Assessment ◽  
Assessment And Evaluation ◽  
Software Application ◽  
Expert Assessments ◽  
Weighting Coefficients ◽  
Theory Of Fuzzy Sets

The article proposes a methodological approach to assess strategic sets of an enterprise. The approach is based on improving the classical quantitative strategic planning matrix (QSPM) using the theory of fuzzy sets and fuzzy multicriteria analysis tools, in particular, the Fuzzy CODAS method. The seven-level term-set is used to determine the weighting coefficients of the criteria, each term of which is transformed into a fuzzy number in a trapezoidal form with the corresponding membership functions. A similar approach was used for expert assessment of strategic sets according to a certain system of criteria. The methodological approach is implemented in the form of a framework in the Fuzzy Logic Toolbox software application of the Matlab computing system. This allows the simulation, depending on the adjustment of expert assessments of the importance of criteria assessment and evaluation policy sets based on these criteria. The methodological approach can be used in the strategic planning of enterprises’ activities as an effective tool for assessing and selecting effective strategic sets.

scholarly journals METHODOLOGICAL APPROACH TO CONDUCTING CORPORATE TECHNOLOGICAL FORESIGHT AND AN EXAMPLE OF ITS USE FOR A COMPANY IN THE OIL AND GAS SECTOR OF RUSSIA

2020 ◽  
pp. 76-84
Author(s):  
A. O. Alekseev ◽  
S. N. Maltsev
Keyword(s):  
Strategic Planning ◽  
Oil And Gas ◽  
Mutual Influence ◽  
Methodological Approach ◽  
Global Markets ◽  
Corporate Foresight ◽  
Methodological Approaches ◽  
A Company ◽  
Oil And Gas Sector ◽  
Corporate Level

A methodological approach for conducting a technological foresight at the corporate level has been proposed. A corporate foresight based on general methodological approaches used in world practice should take into account a number of additional factors imposed by the specifics of the industry and organization in order to obtain a list of priority technologies and technological directions relevant to the company’s activities. Methodological approach is based on the concept “Markets-Trends-Technologies”. Global markets research allows us to determine key problems and trends of society evolution in economic, social, political and other arears. The transition to the corporate level is carried out by identifying trends in the company’s industry. The methodology have described in detail the methods of attracting experts to assess the power of mutual influence of trends and technologies. The results of the assessment can be used for subsequent technological mapping in scientific and technical forecasting and strategic planning.

Formalization of Regional Strategies with Allowance for the Long-Term Consequences of the Interaction between Internal and External Components of Regional Socio-Economic Systems

2021 ◽  
Vol 27 (11) ◽  
pp. 858-871
Author(s):  
P. A. Bulochnikov ◽  
A. D. Evmenov
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Regional Development ◽  
Methodological Approach ◽  
Spatial Development ◽  
Basic Element ◽  
Economic Systems ◽  
Competitive Balance ◽  
Interregional Interaction ◽  
Regional Strategies

Aim. The presented study aims to define a methodological approach to the formalization of regional strategies with allowance for the prospective benefits from the interaction between internal and external components of regional socio-economic systems for the national economy.Tasks. The authors determine the essence of strategic management of regional development by analyzing the internal processes of the interaction between subsystems, components, and elements of the region as a complex socio-economic system; compare the specific features of the functioning and interaction of administrative divisions in a planned and market economy; substantiate the principles of mutually beneficial interregional interaction and the need to improve supra-regional economic efficiency in view of the allowance made for the projected effects of interregional interaction in rational strategic planning; define the concept of strategic management of regional socio-economic systems and formulate an approach to the formation of the management process.Methods. This study use general scientific methods, including systems analysis, synthesis, induction and deduction, detalization and generalization, modelling.Results. The process of formation and coordination of regional strategies is conceptualized as a basic element of the organizational mechanism of strategic management of the functioning and development of regional socio-economic systems. A system diagram is provided that makes allowance for three hierarchical levels of management (federal, interregional, regional), each acting on the appropriate level of abstraction and introducing its inherent critical aspects of rational planning of national spatial development. It is shown that strategic planning of interregional interaction at the supra-regional level makes it advisable to develop multi-regional, multi-sectoral computer models that would help to achieve a state of interaction close to economic equilibrium, thus ensuring future functioning of the national economy based on the planning principle applied in a brand new way.Conclusions. The system of strategic management of regional development and interregional interaction should be a multilevel, hierarchically ordered mechanism for the formation and implementation of a strategic plan for the spatial development of the country. Such a system should be aimed at functionally maintaining social and economic, planned and competitive balance between national expediency determined by state strategic priorities and independent regional development guidelines without degenerating into bureaucratic formalism when creating regional development concepts on the one hand and without turning into a constant competitive struggle of divergent interests of the regions on the other. It is advisable to develop an integrated (supra-regional) approach to the strategic management of regions as regional socio-economic systems based on the conceptual organizational-managerial mechanism for their functioning and development. This approach should be aimed at achieving the planned supra-regional efficiency (socio-economic balance) using not-yet-manifested projected interregional synergetic and agglomeration effects from the use of interregional (national) infrastructure, scientifically based implementation of absolute and relative regional advantages in the process of determining and planning future regional specialization at the federal level, deployment and development of the territorial cores of intersectoral clusters serving as the starting points of growth for an optimally balanced crystal lattice of spatial development on the national scale, implementation of interregional interaction of expected quantity and quality, mathematically justified with allowance for the needs of interregional and intersectoral exchange, intra- and intersystem structures, elements, communicative relationships, dynamics and stages of the life cycle of industries, organizations, the ability to adapt to changes in the external environment of the regions included in the system.

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