Лапыгин Юрий Николаевич

Introduction. Not all organizations have a document labeled “development strategy,” but their structural divisions also have plans, projects, and programs that reflect a goal orientation for the foreseeable future. This situation is often explained by the fact that not all organizations can afford to expend resources on developing a strategy whose implementation will only yield results in the long term. However, the need for organizations to develop in a way that ensures success in competitive markets prompts stakeholders to rethink their target benchmarks and develop appropriate solutions. The purpose is to demonstrate the feasibility of identifying promising development directions for an organization by adjusting its unstated, but actually implemented, development strategy, including through the use of artificial intelligence tools. The methodological basis of the study is a content analysis of works in the field of strategic management, the functional approach and theory of strategic planning, methods for constructing a hierarchy of goals, as well as a systems approach and methods of graphical and verbal modeling in the process of making management decisions in combination with artificial intelligence tools. The results of the study suggest a methodological approach to identifying an organization’s actual strategy based on an analysis of existing functional strategies. It is argued that the absence of a formally stated strategy does not imply the absence of strategic management – strategy is “manifested” through functional strategies and their objectives. An algorithm for transitioning from functional strategies to formulating an effective strategy is presented, including the stages of identifying functional objectives, constructing a goal tree, identifying contradictions, and synthesizing strategic priorities. A procedure for adjusting the identified strategy is developed based on an analysis of the organization’s potential and the challenges hindering the exploitation of external environmental opportunities, as well as a focus on benchmark strategies of leading organizations and the results of constructing a target block, including statements of vision, mission, and strategically significant objectives. Conclusions. An organization’s current strategy typically contains inconsistent functional objectives, is inconsistent with the requirements of a changing external environment, and reflects insufficient consideration of the organization’s strategic potential. This requires adjustment, which can be achieved through an analysis of functional strategies. Functional strategies collectively form a “field of strategic behavior” for the organization, which can be adjusted by analyzing the objectives of these strategies and subsequently structuring them using artificial intelligence tools. A key methodological tool at all stages of organizational strategy adjustment is the goal tree, which provides a structured framework for hierarchical relationships between goals at various levels. The findings and recommendations can be used in developing organizational development strategies.

Determining the prospects for the development of socio-economic systems is associated with the procedures for developing a strategy, usually based on the results of an analysis of external and internal environmental factors and the subsequent determination of goals, from which the core of the strategy is formed. However, the distribution of methods for implementing strategy development algorithms and their combination largely depends on the object of development. The university's postgraduate studies are specific both in terms of regulatory support and the structure of the postgraduate course itself. Of particular interest is the university’s graduate school, the structure of which is distributed across a branch network, which opens up the possibility of considering the prospects for the development of graduate school from the point of view of the ecosystem approach. The work shows that with the help of well-known methods and procedures for conducting analysis and synthesis within the framework of the proposed algorithm, it is possible to build strategic prospects for the development of a network of postgraduate schools of university branches, aimed at increasing the effectiveness of the defense of postgraduate graduates, while solving the problems of the development of territories, government and business in based on synergistic effects characteristic of ecosystems.

Dynamic changes in the external and internal environment of modern Russian regions increasingly require the reflection of the correct fragments of economic security in the structure of the development strategy of these regions and, ultimately, the formation of such an independent subsystem as the strategy of economic security becomes relevant. The development of a regional development strategy is traditionally based on the results of a comprehensive analysis, in which the identification of factors influencing development is associated with the use of a significant number of research methods, among which one can also find methods of correlation and regression analysis of secondary information (based on the analysis of a wide range of documents), and sociological methods of collecting and processing primary information (observations, surveys), and methods of structuring and ranking (expert assessments, building graphs and morphological matrices), and methods of organizing group work (nominal groups and other brainstorming options). The paper shows that in the process of strategic analysis it is advisable to single out three contours for determining the factors of economic security, the implementation of which ultimately allows reaching the most significant decisions regarding the economic security of the region.

The article shows when developing a regional development strategy, subsystems such as functional strategies, strategic projects and programs are formed. One of such subsystems of the regional development strategy is the cluster policy. Building a cluster in a region can also be viewed as a separate program or project aimed at achieving the goals set by the federal center and the goals that form the basis for the future development of the region. The set of tools for building clusters is at the stage of formation, therefore, in this work, an overview of approaches to the formation of a cluster is carried out using the example of the healthcare sector in the region. The target models of clusters, forms of integration, cluster effects and key success factors are shown, as well as a scheme for building a cluster with a focus on the target configurator in the process of developing a regional development strategy.

When developing a strategy for the development of a municipality, it is necessary to determine the stages of the subsequent implementation of the strategy. The stages should reflect a focus on the starting conditions in which the achievement of the set goals is first achieved, provide for the development of the municipality at the final stage of the implementation of the strategy, and determine intermediate development guidelines. The work shows that at the first stage of strategic development, the formation of goals is associated with the analysis of factors of the external and internal environment of the municipality, at the second - orientation toward the Mission should be provided, and at the third - at the formation of goals based on the image of the ideal state of the municipality - Visions.

When developing a regional development strategy, specific resources are needed, which can be represented by a mental map containing elements of such subsystems as human, informational, temporal, material and financial resources, which makes it possible to comprehensively see the needs of the strategy development process in its entirety and at the preparatory stage for strategic planning procedures appropriate security.

Forecasts for the development of municipalities often do not take into account strategically important goals, priorities and expected results of the implementation of the strategy, and the variants of the forecasts do not reflect the scenario conditions. The paper considers the main elements of the forecast of the socio-economic development of the municipal formation from the perspective of strategic planning documents defined by the current legislation, and a scheme for constructing the forecast was developed.