PROJECT-BASED TECHNOLOGIES FOR DEVELOPMENT IN THE MANAGEMENT OF STRATEGIC ORGANIZATIONAL CHANGE

Abstract

Introduction. Strategic changes in organizations are a key aspect of the management process and a prerequisite for successful operations. They address the need to adapt to changing environmental factors and respond to contemporary challenges and megatrends, while also enabling organizations to proactively develop their own creative approaches to their activities in line with the organization’s mission and vision. The implementation of strategic changes must follow a specific algorithm through the development of strategic plans and programs of activity. In the processes of managing strategic changes, certain approaches or technologies—in particular, management technologies for development—must obviously be utilized. The implementation of development programs will be facilitated by a project-based approach, namely the development and implementation of relevant projects aimed at executing planned strategic directions. The combination of the project-based approach and management technologies for development will form project-based development technologies, the use of which will yield a synergistic effect.

Purpose. The objective of this study is to determine the role of the project approach and project development technologies in managing strategic change within an organization.

Materials and methods. The research materials consist of scientific publications devoted to issues of strategic change and project management.

The research used methods of observation, classification and systematization, generalization, and grouping.

Results. Constant changes in organizations occur at various levels. At the strategic level, it is advisable to initiate changes. The content of strategic changes is determined by the organization’s mission and vision, internal and external environmental factors, the stage of the life cycle, and so on. Strategic changes are implemented in strategic plans, which outline a specific action program across various areas of activity as well as concrete indicators. Depending on their intentions and taking into account their life cycle stage, organizations can choose to pursue various strategies: blue ocean strategies or red, white, green, brown, or black strategies. Most often, organizations use a combination of different strategies, forming an aggregated combined strategy. Successful organizations, in the course of their development, prefer the blue ocean strategy—creating a new, uncontested market where there are currently no competitors. In particular, this involves using management development techniques such as building key competencies in production and marketing to meet existing and potential consumer needs, creating new markets, and maintaining a foothold in them. Such activities indicate the organization’s proactive behavior. After formulating strategic plans, organizations develop development programs (or, depending on the strategy, programs for growth, integration, diversification, stabilization, or downsizing). The implementation of development programs is the next stage in the overall development management process through the use of development management technologies. Development management technologies represent a targeted set of methods for implementing a specific organizational development model or a specific direction of development. The use of a project-based approach (project analysis and project management) in managing strategic change and development is an important and necessary tool for implementing strategy, development programs, and development management technologies. Thanks to the project-based approach, the methodology of project management should be integrated into the organization’s management system, thereby forming project-based development technologies.