Economic sciences/6.Marketing and management

Shilibekova Balzhan Senbekovna

L.N.Gumilyov Eurasian National University, Kazakhstan

Ways to improve the strategic management in the reformatting of the world economy

For the development of strategy a multi-stage algorithm that includes a very extensive set of methods for each of the stages was established. During the strategic planning managers of the enterprise should be sure to follow it - otherwise the strategy will not be successful, say experts in strategic planning, and offers consulting services: strategy development requires special skills of a significant volume of research, purchase information, which is not in the public domain, attracting sets highly paid professionals for expert assessments.

The strategic planning process began to be characterized by long, expensive, unreliable, inaccessible to small businesses. Even full compliance with the strategic planning methodology does not guarantee success - it was completely adapted to the conditions of the world economy started reformatting under the collapse of globalism [1]: it was one of the fundamental achievements of the late XX century science the establishment of the fundamental limitations of forecasting capabilities.

In 2004, Porter admitted that throughout the world there was displacement of the strategy of companies; common practice is to simulate strategic planning [2].

As the authors of «Harvard Business Review Russia», in the majority of corporations in developed countries:

- as a rule, the word «strategy» is mainly used by top managers to give a smart appearance, to appear the leader and avoid their daily choices ... a strategy is perceived as a way of movement from the current position to the desired, but it does not guarantee the future [3];

- the process of creating a strategy is a familiar, reassuring and almost useless occupation [4];

- in practice, the strategy often a formality, ritual observance unhindered [5].

Similar trends are observed in Kazakhstan:

- the current problems in the companies are the lack of strategic thinking [6];

- top management is forced to devote all his time on the current operations and are simply unable to manage strategically [7].

Modern scientific approaches characterize strategic management as seething cauldron of scientific ideas and divergent interests. New approaches to strategic management s are formed in the course of the lively scientific debate that runs on the background of extremely low efficiency developed in the last century, formalized procedures for strategic analysis and planning, and a very controversial practice implementation strategies developed by these old rules.

The strategy in the last interpretation of M. Porter defined them as: a) search for, and development of the unique method of competition; b) development of a new type of special value, and not an attempt to produce the same kind of values just better; c) does not result, and an endless cyclical process [2].

The final interpretation of M. Porter's choice of strategy – it is the choice of the direction of the infinite number of possible options (strategic alternatives). This choice should be to make sure; to facilitate the course, you can use a list / classification of the possible generic strategies. But attention - it is not necessary to adhere to someone made up a list of the possible generic strategies (as well as a mandatory list of stages, tools and methods of strategic management) [8].

A kind of traditional methodology of strategic management of organizations global challenge has been a rapid development of networking organizations - networks integration of small and medium businesses in the supply chains of large enterprises, the different aspects and regularities in the formation of which over the last thirty years described in the concepts of Supply Chain Management and clusters.

The main difference between the corporation and networking organizations is that

- corporation is a business entity having a certain legal status and organizational structure;

- networking organization is defined as a set of exercising economic activities of economic entities, which can not have a legal status and organizational structure; control center - system integrator - can be distributed;

- networking organizations are described by a qualitatively new system of terms (institutes, agents, formal and informal rules governing their interaction, and the like) than the thesaurus used by experts to describe corporations.

Their formation (as opposed to other forms of corporate business organization) is impossible without real operating strategy implemented in practice, the system integrator. Strategic planning - is its main function, justifying the very existence of networking organization and its systems integrator to all enterprises included in its composition. Making sure that the strategy is not effective enough, they will come out of its composition/

The particular difficulty of strategic planning for the system integrator is that the system of concepts describing business processes in networking organization, it is not the same as used in strategic planning. Even the basic terms of strategic management theory is difficult to apply without additional explanations and reservations - and only 'classic' strategic planning methodology in general can not be used.

What scientific ideas have the potential to become the basis for an alternative obviously outdated methodology of strategic planning?

a) Strategy is, above all, a unique a unique mode of action, a set of rules for making decisions (and subsequent programming), which the organization is guided in its activities. The main value of the strategy is in its uniqueness.

b) Formation of the strategy should not be seen as the development of a clear program of action (the use of information technology and special software allow you to automate the process), but rather as inventing new rules of decision-making and a new set of alternatives for selection of unique mode of action. (For example, a new symbolic product positioning, new institutional environment / corporate culture)

c) The information for the strategic management can no longer be a retrospective analysis of the linear development of the market in the past (trends and trends of previous years can at any time change its direction). Those skilled will have to give up the database processing using mathematical models based on the methods of linear programming and identify patterns based on time series analysis (economic indicators of previous periods).

g) The information for strategic management of business organizations becomes database analysis and forecast based on the nonlinear model of risk assessment.

In this way strategy in the reformatting of the world economy is a set of rules, which operates an information system that enables timely action to move from one program to another, on time and quickly changing business priorities of the organization.

Bibliography:

1. Saul J.R. The collapse of globalism and the reinvention of the world. RBA Libros. 2012.- 464 p.

2. Hodgetts R.M Michael Porter about new strategy of improvement of management [the Electron. resource]// URL: http://www.management.com.ua/bp/bp016.html (date of the address 3/15/2016)

3. Sespedes F. Stop using military metaphors in strategy [the Electron. resource] //Harvard Business Review Russia. – 2015. - 29.01. URL: http://hbr-russia.ru/upravlenie/strategiya/p15233/#ixzz3QC90fttc (date of the address 4/3/2016)

4. Martin R. Three ways to improve strategic planning [the Electron. resource]//Harvard Business Review Russia. - 2014. – 03.06. URL: http://hbr-russia.ru/upravlenie/strategiya/p13887/#ixzz3QCAPvzZc (date of the address 4/3/2016)

5. Scherbakov B. Spreading strategy [the Electron. resource]//Harvard Business Review Russia.-2014. - 31.10. URL: http://hbr-russia.ru/upravlenie/strategiya/p14809/#ixzz3I0XaR4wV (date of the address 4/3/2016)

6. Auyelbekov E. A. Features of the Kazakhstan management [Electron. resource]//Magazine of scientific publications of graduate students and doctoral candidates.-2014. – 16.04. URL: http://jurnal.org/articles/2014/ekon47.html (date of the address 4/3/2016)

7. Tashenova S. D. Controlling in business [the Electron. resource]//Center of research "Controlling in business" URL: http://www.slideshare.net/IAB_CRD/ss-17984295 (date of the address 4/3/2016)

8. Huggins R., Izushi H. Competition, Competitive Advantage, and Clusters: The Ideas of Michael Porter. OUP Oxford. 2012.-336 p.