Strategic Planning of Structural Transformations Within the Context of Corporate Organizational Development

This article is a comprehensive exploration of the theoretical and methodological principles of strategic planning for structural transformations in the context of corporate organizational development. It breaks down the complex concept of structural changes into simpler terms, defining them as specific alterations in business structure or the architecture of an integrated group of enterprises. The paper proposes a unique perspective on organizational development, viewing it as a process of breaking down the constituent elements of an enterprise, accompanied by changes in how these elements are connected, modifications in relationships between these elements and their external environment, adding new elements into the structure, and removing existing ones or a comprehensive solution involving doing some or all of these changes at the same time. It is demonstrated that the most radical and effective structural changes are associated with changes in how corporate and managerial control is distributed. The components of the mechanisms for accomplishing strategic tasks during organizational transformations that directly impact the structure of capital, resulting in the creation of legally independent entities, are identified. The sequence of stages in the strategic planning process of organizational development includes identifying the need for strategic changes, setting a system of objectives, assessing the appropriateness of modifying the business portfolio and conducting competitive analysis: evaluating the current status of the company, analyzing potential prospective resource zones and business areas; identifying strategic gaps between current and prospective profiles of strategic business units; analyzing the synergy of strategies; assessing constraints; optimizing the prospective business portfolio within a given system of objectives and constraints considering potential synergy; and developing competitive strategies in prospective business sectors. It also outlines the formulation of rules, mechanisms, and plans for managing strategic transformations. The primary constraints encountered during goal-setting in the context of organizational development include the time required to bridge strategic gaps, which are deemed critical due to the unpredictability of external environment behavior, the life cycle of the technology, or demand for products; cost implications and the availability of resources necessary for the strategic reorganization of the enterprise; and the company's ability to procure resources sufficient in volume and quality to undertake strategic restructuring.