COORDINATION OF THE COMPONENTS OF THE ENTERPRISE STRATEGY COMPLEX

The essence and role of the planning methodology in developing enterprise strategies are defined. Its differentiated role in developing corporate, competitive, functional, and operational strategies is proven. The peculiarities of the formation process for different types of strategies are shown, depending on their hierarchical level and the nature of interactions with other complex components. The substantive characteristics of the hierarchical-subordinate and cause-and-effect processes of strategy formation are outlined. A description of the qualitative and quantitative characteristics of the differentiation of the components of the enterprise strategy complex is provided. Factors influencing the variability of the quantitative characteristics of enterprise strategic development tasks are identified. A typology of strategy complexes is proposed based on the diversification level and the scope of enterprise activities. The classification of managerial coordination actions within the enterprise’s complex strategy framework is presented. It considers the type of coordination, the object of coordination influence, the method of determining agreed parameters of strategic tasks, and the form of their representation. The rationality of two organizational levels of enterprise strategy coordination—corporate-business and functional-operational—is substantiated. The characteristic types of coordination actions for these levels, which have vertical or horizontal managerial purposes, are identified.