ABOUT STRATEGIC DEVELOPMENT AND MANAGEMENT OF ORGANIZATIONS
The article describes the disproportions in the national economy’s development during the transition to market forms of management and at later development stages and their impact on the organizations’ owners and management attitude to strategic development and strategic decision-making. As the main problems that have a negative impact on both organizations and industry complexes’ strategic projects implementation, the high oil and gas revenues share in the Russian Federation’s budget structure, low innovation activity and the venture investments development, the fixed assets state and the import dependence level on certain product categories are highlighted. The authors emphasize that these problems are largely caused by the subordination of strategic decisions to tactical ones and the emphasis on achieving short-term goals and objectives. Overcoming such systemic problems is complicated by the essence and content transformation of the organization’s concept due to the entrepreneurial activity’s new distributed forms emergence and business models focused on the virtual goods and symbolic value goods creation with a high intellectual capital proportion in the value-added formation process. The authors see the solution to these problems in the fact that organizational, sectoral, and territorial, state, and supranational strategies are implemented in a single system. The strategies’ implementation mechanism from the supranational level to the business units’ level is presented. Conclusions are drawn about the need to consider the strategy as a system document and a set of strategic decisions that affect not only the micro, but also the meso and macro-organization’s environment, following the example of the diversified companies work.