An example of a company's strategic goals. Mission and strategic goals of the enterprise in the field of communication services

Defining a goal is a more specific level of decision-making than a mission, requiring the development of appropriate strategic objectives. A strategy developed to achieve some goals will not be applicable to achieve other goals.

It is necessary to distinguish between general goals, developed for the long term for the company as a whole, and specific goals, established for the main types and functional areas of activity based on the general goals of the organization.

The process of setting goals in an organization largely occurs from the top down. P. Drucker, the developer of the management by objectives method, believed that every leader in an organization, from the highest to the lowest level, should have clear goals that provide support for the goals of managers at higher levels. When the goal setting process is underway, a two-way exchange of information is necessary to ensure that each employee understands his or her specific goals. In addition to clarifying expected results, two-way communication allows subordinates to communicate to managers what they need to achieve their goals.

The effectiveness of goals is a basic criterion for strategic goal setting. For goals to lead to effective decisions and then to action, they must satisfy a number of requirements.

1. Goals must be specific and measurable. By expressing its goals in specific, measurable forms, the organization creates a clear basis for subsequent decisions and control functions. The more specifically the goal is formulated, the easier it is to achieve it.

2. Goals should be time-oriented. The specific forecast horizon is another characteristic of effective goals.

3. Goals must be realistic. The goal must be achievable. Setting a goal that exceeds the organization's capabilities or is not commensurate with external factors can lead to negative consequences. It is also significant that goals are important motives for the behavior of people in an organization. If goals are unrealistic, employees' desire for success will be blocked and their motivation will weaken, since rewards and promotions are mainly related to goal achievement.

4. Goals should be comparable and mutually supportive. Strategic planning is systematic in nature, which must be ensured by the development of coordinated goals at the horizontal level and mutually supporting ones within the management vertical (hierarchy of goals). The goals of different functional areas must be comparable, be consistent with the production capabilities of the organization, profit indicators must correspond to indicators of market position (certain sales growth), etc. Mutual support is ensured by the correct breakdown of goals into subgoals within the internal hierarchy, when each goal must correspond to the goal higher level.

Non-economic goals are mainly related to the social objectives of the organization.

Formulating social goals is, of course, an important task, since any commercial organization is not just a business structure focused on making a profit, but also an association of people who have certain needs. The success of the organization depends on them.

In addition, it is necessary to take into account the social responsibility of the organization to society, which can be expressed in such goals as: creating additional jobs; providing charitable assistance; hiring the unemployed, disabled people, young people, etc.

The economic goals of an organization are expressed in terms of economic activity and can be quantitative or qualitative. For example, a quantitative goal is to increase sales by 5% by 2015, a qualitative goal is for the organization to achieve technological leadership in the industry.

General goals need to be translated into clearly defined objectives indicating the expected results towards which the organization's activities will be aimed.

The challenges facing most organizations fall into one of four areas: financial, customer service, business, and internal capabilities. Specific objectives are determined by the nature of the organization, namely the underlying industry, the organization of the production process, the customer group and market dynamics.

The procedure for developing the organization's goals is that, starting from the mission statement and taking into account the goals of the main goal-setting subjects, the goals are formulated taking into account basic and strategic criteria (Fig. 5.3).

In strategic management, it is important to remember the so-called hierarchical structure of strategy, which is as follows: what is considered a means of achieving goals at the highest level of management turns out to be a goal at lower levels. It follows from this that the strategy developed for the organization as a whole acts as a goal in relation to the structural units of the organization.

organization Based on this goal, functional strategies (policies) of structural divisions are developed, which in turn are the goals of individual smaller divisions of the organization or individual employees.

Rice. 5.3. Scheme for developing the organization's strategic goals

Researchers state that goal setting leads to a significant increase in productivity: this was found in 90 out of 100 publications. None of the currently known methods of motivation can even approximately replicate this result. However, Western researchers have not been able to identify the deepest reason that consistently leads to an increase in staff productivity when setting goals.

How can a company determine its strategic goals?

When trying to manage a company based on goals, you must first develop them ( in general terms, a goal is a description of the desire for a desired state of something in the future).

And this raises a number of questions:

• How to define goals?
• To what degree of detail should goals be defined?
• How to link goals with each other?
• Where to start setting goals?

How to determine success factors to help company management choose the right strategy?

To translate strategic thinking into clear and specific goals, a strategy session must be held to crystallize the various opinions into clear company goals. Building a BSC allows a company to specify its goals by answering questions from four strategic perspectives (finance, customers, processes, employees). Based on these answers, the company's strategic goals are determined.

Keeping in mind that the BSC reflects the strategy of the company (division), it is necessary to document the key success factors that are necessary for the further development of the company. To select its strategic goals, a company needs to analyze its competitive position and determine the success factors that matter in that industry. For example, if one of the important success factors is customer satisfaction, it is necessary to analyze a number of factors that influence customer satisfaction. From these factors, it is necessary to select those that have the maximum weight when assessing customer satisfaction. If there are a large number of these factors, it is necessary to once again go through the list of identified factors in order to understand which of them the company would like to differentiate favorably from its competitors in the market. Also in this list it is necessary to clearly identify what is a competitive advantage and what is a mandatory set for current market conditions.

For example, the Mears company, being a wholesaler of product Y, decided to determine the factors influencing customer loyalty. During the discussion, these included the following main ones:

• Product price
• Quality of service
• Service speed
• Friendly staff
• Fast delivery
• Wide range of these products

In the process of discussing the factors that customers value, it was determined that there was no point or opportunity for the company to differentiate by price (to be the cheapest). Therefore, consideration of other important factors revealed the importance of such a factor as service quality. At the same time, it was concluded that investments in service quality will not lead to a significant increase in revenue and differentiation by service quality will not provide a competitive advantage. Further discussion made it clear that the company could differ significantly from its competitors in terms of speed of delivery (having a very strong logistics system) and a wide range of products, having exclusive contracts with some suppliers.

This example shows that there are success factors, the achievements of which the company considers acceptable at the moment and does not plan to significantly change them. At the same time, other factors are strategically significant and position (respectively differentiate) the company in the market. These include:

• positioning new in content
• changing the structure of target customer groups
• formation of new competencies.

Such factors are called “potentials for success”, and the goals associated with them are strategic. A successful strategy is based on understanding the differences between standard requirements and “potentials for success.” Because those factors that are strategically significant and position the company in the market, as well as these achieved competitive advantages, require active protection from competitors. During the construction of the BSC system, the most important strategic factors that form the company’s competitive advantage in the market and differentiate it from its main competitors are clarified. Some factors require constant monitoring and comparison with the achievements of competitors. But these factors do not fall into the BSC as goals. This is natural and obvious if you compare the basic requirements and potential for success in business. If competitors' standards for basic requirements have been achieved, then investment in further improvement of these indicators is usually not justified. Basic goals are not included in the BSC, but are measured by diagnostic indicators. You should also be aware that the strategy does not contain all possible goals, but only those that position the company in the market. These goals differ from those that are necessary for the company to carry out its operational activities. That is, the balanced scorecard is a model of strategy, but not a model of the enterprise. A distinctive feature of the BSC is that it informs about priorities, and not about the calculation of planned and actual performance indicators. Concentrating exclusively on strategic goals reduces the number of goals included in the BSC. The trade-off between too many and too few goals is achieved using the “twenty is enough” principle. Five goals for each of the four perspectives. It should be borne in mind that these twenty BSC objectives are compiled for the top level. When cascading goals for departments and employees, their number increases to the required number (in a large company it can be up to a hundred or more). Considering the simple and end-to-end logic of constructing a BSC and its cascading, such a system is not too complicated to manage.

The same goal, depending on the situation and company strategy, may be included in the BSC in one company, but not in another. For example, such indicators as staff satisfaction and staff turnover. In one company, where this indicator is 10%, it can be included in the BSC, but in another, this success factor, where the level of staff turnover is only 2%, will not be included there, as it is at an acceptable level for the company.

When forming the BSC, a technique is used in which goals are expressed both verbally and quantitatively using indicators (indicators) to which target values ​​are assigned. For each goal, strategic measures are determined, the implementation of which is necessary to achieve the target values ​​of the indicators. The peculiarity is that the activities are derived directly from the developed strategy.

To implement a strategy, it is necessary to focus not only on achieving goals, but also on implementing planned activities. The result can only be achieved by considering them together. Since orientation towards achieving goals is an orientation towards achieving a future state when performing certain actions. An activity orientation focuses attention on individual actions, regardless of the achievement of goals. The BSC presupposes the implementation of the principle of consistent connection between goals and activities.

Examples of strategic objectives for individual perspectives without knowledge of the strategy for which they are defined are difficult to understand.

For a strategic perspective "finance" goals can be:

• increase in profitability,
• increase in operating profit,
• increase in revenue, etc.

For the Customers strategic perspective, an example of such goals would be:

• expansion of market positions,
• increase customer satisfaction in key processes,
• move to a new strategic positioning from customer segment X to customer segment, etc.

In the strategic perspective, the Processes define which processes must produce what results for the company to achieve the goals set in the Finance and Customer perspectives. If, for example, a company has chosen a cost reduction strategy, then the standard goals of the “Processes” perspective will be “develop standardization.” A strategic goal of the Processes perspective may also be to reduce product development time.

When forming goals for the “client” component and “processes,” it is important to constantly check whether the company has the resources to achieve its goals. If the company does not have the resource for this, then it needs to include the formation of the necessary capabilities and abilities of the organization in the “Personnel” perspective. For this perspective, goals can be used - to train employees in X skills, to develop a motivation system based on goal management, etc.

When forming a BSC, it is necessary to understand that there cannot be any standard BSC systems. This is due to the fact that the BSC is tied to the strategy. And if there are companies in the same industry with the same strategies, then there will be no differentiation between them.

Strategic Goals(strategic goals) - a system of main guidelines for the long-term development of an enterprise, in accordance with which policies are developed and formed on the main aspects of financial activity.

The main strategic goal of the financial activity of an enterprise is to maximize its market value. The strategic goals of this activity may also include increasing growth rates, from the standpoint of an acceptable level of risk; achieving and maintaining, increasing net worth and others.

Strategic goals are clearly defined characteristics and indicators that the company strives to achieve and the implementation of which its activities are aimed at. A company's economic goals can be quantitative or qualitative. Quantitative goals mean achieving certain indicators. Non-economic goals may relate, for example, to improving working conditions or environmental friendliness of production.

The strategic goals of an enterprise are the basis and starting point for planning and decision-making, define the system and are the main criterion for assessing the success of the company. The entire company is based on strategic goals. Long-term strategic goals are associated with the company.

The system of strategic goals forms a strategic model of the financial and marketing development of the enterprise. Marketing strategy for achieving goals is a set of basic decisions aimed at achieving the general goal of the company and based on an assessment of the market situation and its own capabilities, as well as other factors and forces in the marketing environment.

From the position, the following strategic goals can be identified:

• increase in income;
• growth in sales volumes;
• increasing market share;
• creation and improvement of the fame of the enterprise and its products.

Defining strategic objectives is required for each key result that managers consider important to achieving success and creating appropriate competitive advantages for the organization. There are seven key spaces within which the enterprise determines its strategic goals:

1. Market position. Market goals may be to gain leadership in a certain market segment or increase the enterprise's market share to a certain size.
2. Innovation. Targets in this area are associated with identifying new ways of doing business: developing new markets, using new technologies or methods of organizing production.
3. Marketing. The main results of activities in this area may be reaching a leading position in the sale of a certain product, creating a certain image for the product, and improving customer service.
4. Production. The priority goals in this case are to achieve the highest labor productivity, improve the quality of the product, and reduce it in comparison with the main competitors.
5. Finance. The general goal is the preservation and maintenance of all species at the required level, and their rational use.
6. Personnel Management. Goals regarding personnel may be related to maintaining jobs, ensuring an acceptable level of remuneration, systematically improving staff qualifications, improving conditions, etc.
7. Management. A key goal in this area is to identify critical areas of management influence.

Strategic goals must satisfy the following conditions:

1. Measurability: all goals have a quantitative expression (relative or absolute).
2. Clarity: The goals are so precise and clear that it is impossible to misinterpret them.
3. Necessity and sufficiency: goals are formulated for all areas of activity.
4. Reachability: both the boss and the subordinate are confident that the goal is achievable.
5. Time reference: deadlines for achieving the goal are set/
6. Time consistency: a clear sequence for achieving goals has been established.
7. Consistency across the management hierarchy: the target indicators of structural divisions do not contradict the target indicators of the company as a whole.

The core of the system of goals and the starting point of strategic management is the mission of the enterprise (company, firm). In foreign literature, this term is usually called a corporate mission or business concept.

For domestic enterprises, the mission is a fundamentally new element. For firms in industrialized countries, this section of the strategic plan is almost mandatory and is worked out in detail. For example, 75% of US companies have a clearly defined mission. The UK government and most of its ministries have a mission.

The purpose of determining the mission of an enterprise is to establish the meaning of the enterprise’s existence, its purpose, role and place in a market economy, as well as the “philosophy of existence” in economic, social and managerial aspects. The mission is presented in the form of separate statements, which are a kind of enterprise code.

The main question that the mission answers: Who and what are we for?

Although there is some minor disagreement among strategic management scholars about mission structure, most of its points are similar. Combining different opinions, we can say that the mission consists of several elements.

The first element of the mission is to define the area of ​​competition. The industry direction includes a list of areas of economic activity in which the company intends to operate. The consumer direction determines the range of clients that the company will serve. Geographical focus characterizes the countries and regions in which a company could operate, whether it would be multinational or whether it would operate in a single geographic niche.

The second element of the mission is strategic intent. The company's strategic intentions involve determining those key indicators that the company seeks to achieve in the future. This is usually formulated as follows: “We strive to...” As a rule, strategic intentions serve to motivate the employees of the company. In addition, they allow subjects of the external environment (clients, partners, contractors) to assess the firm’s intentions regarding further actions in the market and prospects for the development of relationships.

The third element of the mission is personnel competence and competitive advantages. The mission defines the essence of corporate values. These include the special knowledge and skills that the company’s personnel possess and which allow it to offer customers the best products and services. In addition, emphasis is placed on technological innovations, high quality products and services, and pricing.

The fourth element of the mission is the main interest groups. A few years ago, a new term was introduced - stakeholder. This term defines groups of people who either depend on the enterprise or themselves influence its activities.

A whole theory of stakeholders has emerged, which largely explains the activities of an enterprise as a result of the generalizing effect of support or resistance from stakeholder groups.

Among the stakeholders there are:

Internal stakeholders. These include owners, managers, employees of the enterprise and trade unions;

Market stakeholders. These include buyers, competitors, suppliers;

External stakeholders. This is the state, political and financial groups, trade associations, activist groups (greens, consumer society, etc.).

According to stakeholder theory, the following sequence of stages is used in strategic management:

a) specific stakeholders are identified and the degree of their influence on the activities of the enterprise is determined. For example, these may be competitors, customers and suppliers;

b) an action plan is determined, including direct and indirect actions in relation to stakeholders. Sometimes “forceful” actions are used, sometimes a compromise is sought, sometimes they act alone in relation to stakeholders, and sometimes they unite in strategic alliances.

c) intra-company management is transformed due to structural changes in the enterprise. Most often, this is done to take into account the interests of internal stakeholders, but sometimes also for external ones (organizing a “public relations” service for external stakeholders, reforming the marketing department for market stakeholders);

d) assesses how stakeholders react to the impact on them. At the same time, it is important that their assessment is either positive, or, if there is opposition, then they are at least non-antagonistic in nature.

The fifth element of the mission is growth and profitability. Profitability as part of the mission is seen as ensuring sustainable development. More straightforwardly, increasing profitability is formulated not in the mission, but in strategic goals.

It must be remembered that profit is an internal problem of the enterprise and it is not customary to show it off. Japanese managers consider making a profit not the main goal, but a concomitant result of successful business activity.

Lucent Technologies Mission:

We strive to be the world's best business for connecting people by giving them easy access to each other, the information and services they need, anytime, anywhere.

Hewlett-Packard Company Mission:

Share the success of the company with employees, provide trust and respect to employees, provide customers with the highest level of goods and services, Be truly interested in providing effective solutions to customer problems, Ensure profits are generated in the interests of shareholders, avoid long-term financial obligations to ensure the development of the company, support individual initiative and diligence, work in a team, be committed to the corporation.

Mission of the Trading House "Rusimport":

An unconditional and significant increase in the culture of consumption of real wines in Russia, as well as the development of this market as a whole.

Definition of strategic goals, their totality and priorities

Based on the meaning of the new business idea and the formulated mission, the strategic goals of the enterprise are determined. Sometimes the process of formulating mission and goals goes in parallel. The formulation of strategic goals is also called goal setting.

On the one hand, strategic goals represent the directions in which the enterprise should operate. This is a qualitative characteristic of goals. On the other hand, the goal must define the desired state of the system, which must be achieved after a certain period of time necessary to obtain a certain quantitative assessment.

In addition to this point of view, goal setting has multiple interpretations in domestic and foreign literature on strategic management. Some researchers prefer qualitative characteristics of goal setting, while others, on the contrary, believe that only quantitative indicators can characterize a goal. This happens due to different understandings of the goal as a direction of development (qualitative characteristic) and the desired state of the system (quantitative assessment).

The most commonly used understanding of a strategic goal is as a planned result. The strategic goals of an enterprise are the specific final states of the system or the desired result that the enterprise seeks to achieve.

The main question that strategic goals answer is: What do we want to achieve?

Fig.2. Scheme for achieving strategic goals

An enterprise cannot be focused on a single goal, but must identify several of the most significant guidelines for action. There are eight key spaces within which an organization defines its goals.

Market position. Here the company determines its position in relation to competitors and expresses its success in terms of competitiveness.

Innovation. Determining new ways of doing business: producing new goods, introducing new markets, using new technologies, using new methods of organizing production.

Performance. A more productive organization is one that spends fewer economic resources to produce a given quantity of products.

Resources. The current level of resources is compared with the required level and the future need for them is determined.

Yield (profitability). Goals related to profitability usually indicate its required quantitative level.

Management aspects. Expressed as management quality, a scale of personal achievements of managers working in the organization.

Personnel: performance of labor functions and attitude to work. Businesses must recognize their responsibility to their employees and ensure that their goals effectively reflect the ways in which the people employed by the company are motivated. Social responsibility, understood as the duty of business to contribute to the welfare of society.

Today it is generally accepted that business must comply with generally accepted social values, providing society with quality goods and services, creating a favorable environmental environment, taking part in solving pressing social problems, etc. Which of the eight key goal-setting spaces is critical? What kind of goals can be considered the most important? Many years of scientific discussion and surveys conducted in companies showed approximately the same results.

Planners have come to a general consensus that the most significant are financial goals, or more precisely, profit, profitability indicators. A survey conducted in 193 companies in various sectors of the American economy confirmed the paramount importance of profit as the goal of the company.

Table 1 Importance of goals for American companies

The use of specific goal setting indicators varies significantly depending on the country where the enterprise is located, the type of enterprise and its size.

In the USA and Great Britain, the main indicators of goal setting are financial indicators: return on capital (or total assets); earnings per share and cost reduction. In Japan, there is a priority of sales volume and profit, remuneration of hired personnel, and labor productivity. That is, greater importance is attached to the company's growth and its income. The explanation for this fact is that in Japan, companies are less focused on equity capital.

Analyzing goal setting indicators depending on the type of enterprise, we can also conclude that specialized companies focus on growth and increasing market share, while diversified companies focus on profit. This is determined by the fact that a specialized company deals with a single product and associates with it growth and expansion of market share as a source of profit. Diversified companies, like multi-product companies, need a more general measure, which is profit.

Table 2 Strategic planning goals depending on the type of enterprise

Requirements for strategic goals

The formulated strategic goals must satisfy a number of requirements that can be considered restrictions on the goal-setting process. Goals must be clear, precise, unambiguously understood and formulated in terms that reflect the future state of the enterprise.

Strategic goals must have a number of basic characteristics:

Reality and achievability. If goals are unattainable, then employee motivation suffers;

Measurable. It is advisable to translate any goal, even a qualitative one, into a quantitative measurement. If the goal cannot be measured, then this indicates an incorrectly formulated goal or even a false goal;

Orientation in time, deadlines for achievement. If the goal is not oriented in time, then this is the same as its absence;

Understandability and acceptability for all participants in the process.

Strategic goals are determined by the specifics of the management object. If this is a commercial organization, then they may consist in achieving specific milestones in the market, in innovative activity, in increasing profitability, production and management efficiency. If this is a regional or city administration, then the strategic goals, as a rule, are of a social nature and characterize increasing the standard of living of the population of the region.

Below is an approximate enlarged list of the goals of the enterprise, depending on its specifics:

1) increasing the market share of products in the region (industry, etc.) to so many% due to high quality products, technical and economic characteristics that exceed competitive ones, as well as through strengthening marketing policy, etc.;

2) achieving leading positions in the industry in such and such a scientific and technical area, introducing know-how in the production of products to increase production efficiency and reduce costs by 15%;

3) entry into such and such new markets for products (services) in such and such a volume by such and such a period.

Rice. 3. Requirements for strategic goals.

Based on the general strategic goals of the enterprise, private goals of functional units (marketing, personnel, etc.) are formulated, which, in turn, specify and detail the tasks of structural units. At the stage of formulating strategic goals, only enlarged functional structuring occurs. Detailed goal setting is carried out, as a rule, at the stage of drawing up the Strategic Plan.

A specific end-to-end example of structuring the goals of an enterprise in the context of services and departments.

Rice. 4. An example of structuring the goals of an enterprise that produces color televisions

Strategic goals are always achieved under certain restrictions, which can be set by the enterprise itself and influenced from the outside. The next stage of strategic planning is the study of external and internal factors.

They are also called main, main, general or first-level goals. As the name suggests, they must be contained in the organization's strategy.

This approach to their formation is a clarification of the guidelines laid down in.

Let’s name the main characteristics of the organization’s strategic goals

— They are a concretization of the vision according to one of

— They must be able to be decomposed into tactical goals, which in turn are decomposed (decomposed) into tasks in the action plan.

From these characteristics, a definition can be derived, which will then “form” the basis for further reasoning.

defining the organization's strategic goals

Defining the goal from a philosophical point of view:

Purpose is a subjective concept as an essential desire to put oneself outside

Hegel Georg Wilhelm Friedrich

Let's clarify the concept of goals for the organization

In everyday life, for organizations and for people, a goal is understood as a result that was planned.

In ISO standards, a goal is a result that must be achieved.

Arkady Ilyich Prigozhin has the following formulation: “The goal appears as the unity of motives for means and results.”

By the way, he does not equate the goal with the result: “... for the interaction of motives with means produces not only what is needed.”

However, these definitions are about goals in general, and definitions of a “strategic goal” are almost never found.

Therefore, based on the above, we propose the following formulation:

Strategic goals are detailed and specific vision statements suitable for their further decomposition into tactical goals.

development of strategic goals of the organization

Note that the approach proposed building the future based not on the current state, but on the image of the desired (VISION), therefore the process of developing strategic goals consists of clarifying the theses of the vision.
For example, from the vision part:

“In 10 years, we will be the company with the largest share in the illicit armed forces consumption market in the Volga Federal District.”

Let's derive the strategic goal:

“By 2023, the Stroyproekt company will occupy 40% of the market for consumption of illegal armed groups for all types of buildings for their intended purpose * in the Volga Federal District.” *Housing, administrative buildings, offices, warehouses, retail, social and other facilities, such as hotels, parking lots, etc.

Let's put aside the assessments of this part of the vision. The fact is that, like most entrepreneurs, their entire focus is on quantity, not quality. By the way, this is written about in our article “”.
An interesting dilemma arises here - on the one hand, there should not be many strategic goals, but on the other hand, it is impossible for one or two to ensure coverage of all areas. After all, an organization does not exist only through sales or IT. Therefore, for the sake of a comprehensive consideration of the issue, it is worth familiarizing yourself with the possible variety of strategic goals.

types of strategic goals

Let us present an approach that, based on functional characteristics, strategic goals can be distinguished:

• In production;
• In marketing and sales;
• In finance;
• In the field of personnel management (HR);
• In logistics;
• In R&D;
• In IT (accounting and automation);
• In safety.

With strategic goal setting, what most often happens is that one or two strategic goals can be decomposed (decomposed) into 7-8 tactical, already functional ones. Look at figure c, it also shows an example of decomposition of one strategic goal to the next level.

The question of choosing strategic goals consists mainly of prioritizing between them. Some goal is primary, and some is less important as it may seem now. Therefore, decisions to determine which goal is paramount and which is not should not be made in a hurry. It must be said that in general all questions concerning strategy do not tolerate fuss.

conclusions on the article “strategic goals of the organization...”

As a summary, it is useful to express one thought: the main difference between the strategic goals of an organization and all others is that the source for them is the vision statement. Since the order expressed and designated by us in the hierarchy diagram (article “...") is determined by the interconnection of the indicated elements.

References:
1. Hegel G.V.F. Science of logic // M.: Mysl, 1970-1972
2. Prigozhin A.I. Goals and values. New methods of working with the future, M.: Delo, 2010;
3. Materials from the International Organization for Standardization, from iso.org

Discussion: 2 comments

First, the mission forces managers to systematically engage in a comprehensive analysis of the strengths and weaknesses of the organization and its competitors, opportunities and threats, which increases the validity of the strategic decisions made.

consistency. Actions and decisions necessary to achieve one goal should not interfere with the achievement of others.