| The phases of a strategic process |
implementation models of the phases of a strategic process |
Rank |
| F1. Strategic process concept development |
F1.1The developed strategy is based on the knowledge gained by employees at the training course |
2 |
| F1.2 The top management selects stages of developing a strategy which necessary to comply with, but the real process differs significantly from the instructions. |
1 |
| F1.3 The top management of the Company selects stages of developing a strategy which are carefully followed in the process of creating the strategy. |
3 |
| F2. Development of functional strategic process |
F2.1 The top management chooses the most important questions that have to be answered by policymakers |
1 |
| F2.2 The top management describes the main actions that strategy developers must implement, in real life, not all instructions are fully implemented. |
2 |
| F2.3 The top management describes the main actions that strategy developers must implement, the relevant instructions are distributed, the execution of which is carefully monitored. |
3 |
| F3.1 The top management distributes tasks as each phase of the strategic process is implemented. |
2 |
| F3.2 The top management forms the group of entity heads involved in the strategy development process. |
1 |
| F3.3 A separate document is published to indicate the group of developers; the process is implemented in accordance with the content of the document |
3 |
| F4. Distribution of functions between departments |
F4.1 The stuff is carrying out the tasks received from the top management in the work of strategy |
2 |
| F4.2 The entity heads involved in the strategy development process independently distribute tasks among themselves |
1 |
| F4.3 A separate document is published for detail the distribution of responsibilities among policymakers; the process is implemented in accordance with the content of the document |
3 |
| F5. Creation a variety of procedures for strategy development |
F5.1 The strategy development procedure is formed directly during the implementation of a specific strategic process |
2 |
| F5.2 The top management develops the general principles for the formation of the strategic process; the process control is carried out by entity heads. |
1 |
| F5.3 The top management develops a strategic process structure that includes the procedures for the implementation of its stages and relevant regulations; monitors the realization of all stages of the process |
3 |
| F6. Formation of strategy development skills among managers |
F6.1 The several managers of the Company have had trainings in strategy development |
2 |
| F6.2 The top management adjusts the plan of actions of pre-trained managers involved in the development of the strategy during the implementation of the process |
1 |
| F6.3 The managers involved in creating the strategy have had relevant training course and long-term apprenticeship at the work place, took part in the implementation of well organized strategic process |
3 |
| F7. Collection / analysis of information in accordance with regulations |
F7.1 Receiving instructions from the top management, employees find the most important blocks of information to use in developing a strategy |
1 |
| F7.2 The top management develops the general principles for the collection and processing of information with the purpose of using it in developing a strategy; in real life, these principles are rarely followed |
2 |
| F7.3 The top management develops a strategic process structure of an information collection system to support the strategic process, which includes types and sources of information for the implementation of each stage of the process; monitors the process of collecting and using information |
3 |
| F8. Using strategic tools |
F8.1 Receiving instructions from the top management, employees use the most appropriate strategic tools |
2 |
| F8.2 The top management develops the scheme for using the most effective strategic tools (SWOT analysis, various matrices) in the process of developing a strategy; he scheme is usually used by employees as a guide |
1 |
| F8.3 The top management develops the scheme for using the most effective strategic tools (SWOT analysis, various matrices) in the process of developing a strategy; the top management monitors employees' compliance with the scheme of the strategic process |
3 |
| F9. Formulation / testing of different versions of the strategy |
F9.1 In progress of implement the instructions received from the top management, the main version of the strategy is formed. |
1 |
| F9.2 The main versions of the strategy are formed during the work of employees; the top management selects the final version of the strategy based on the its experience. |
2 |
| F9.3 When selecting the final version of business strategy, a specially system of criteria and preliminary testing of the expected effectivity of the considered versions of the strategy are used. |
3 |
