Only a clearly defined goal can achieve significant results. If it doesn't exist, we can't draw up a plan of action because we don't know what we want to achieve. Even if some steps are taken, it is not clear whether they lead to a successful result, since there is no clear definition of what is. We get lost and disappointed, life begins to seem uninteresting and empty, and if so, then there is no point in moving forward. The idea of setting goals is not obvious to many of our compatriots who do not manage their lives, but only "go with the flow." I went to an English school because my parents told me to; learned to be a lawyer, because there was a suitable pull; I work "where they arranged" ...

Stephen Covey, a well-known American time management specialist, distinguishes between "proactive" and "reactive" approaches to life.

1) Reactive approach to life- this is her living by reacting to external circumstances, life according to the “how it happened” and “how it happened” type.

2) Proactive approach to life- building it at will, active influence on events and circumstances. With this approach, we ourselves shape our lives and recognize ourselves as responsible for it.

In order to determine the proactivity of an arbitrary person taken, consider what he devotes most of his time and vitality to. But first, let's look at two concepts: the circle of concern and the circle of influence.

Each of us is concerned about a significant list of issues and phenomena: health, relationships with family and friends, our future, the security of the country in which we live. All this can be separated from processes and phenomena that do not have a special emotional or intellectual impact on our lives, and put everything that worries us into your personal "circle of concern"

If we analyze what is in it, we can see that we are able to influence some of the phenomena included in it, but not others.

The degree of proactivity depends on which of the circles to focus on more. Proactive people prioritize the circle of influence. They direct their efforts, time and energy to what is in their power to change, as a result of which they expand their “circle of influence”.

Reactive people, on the contrary, focus their efforts on the "circle of concerns" - they complain about the behavior of other people, about circumstances that they are not able to change, and blame anyone but themselves for their failures. They constantly consider themselves a victim, and phrases regularly slip into their speech: “I can’t do anything ...”, “I am who I am ...”, “If only ...”, “Nothing from me depends...". Negative energy emanates from them, which causes harm to others, and above all to themselves. After all, focusing on a reactive approach to life, such people often lose sight of those areas in which they could really do something.

Focusing on the "circle of concerns", we allow ourselves to be controlled by the processes and phenomena that are in it. Only proactive thinking and behavior can bring about positive changes that will allow us to expand our “circle of influence”.

Successful, happy, self-fulfilling people who have achieved a lot in life may or may not keep a diary, control tasks personally or with the help of a secretary, be supporters of planned or, conversely, spontaneous response to circumstances, etc. Everyone's technique is different. But what unites these people, what they definitely have, is a clear understanding of their goals. And most importantly - the willingness to actively implement their ideas, regardless of "objective external circumstances."

Moment marketing - the most complex and creative tool - was discussed at the last RIF + CIB 2015 forum. Representatives of Twitter, Aviasales and Yota shared vivid cases and talked about how they seized the moment and made campaigns for 0 rubles.

#ItsHappeningNow

Peter Greenberger, Twitter's Emerging Markets Sales Director and Head of the company's Hong Kong office, shared an update on the platform with attendees. There are now more than 300 million active users on Twitter, 80% of whom use a mobile device.

“Twitter is not a place to discuss what happened yesterday, it's a place to talk about what's happening now using the #ItsHappeningNow tag. A brand can tap into a user's tweet at any time, whether it's a tweet about what they're having lunch, being stuck in traffic, and what their mood is right now,” Peter said.

In terms of recent research data, in Russia, 49% of users tweet every day, and three out of ten do so several times a day. Also, almost half of Russian Twitter users are subscribed to various brands and companies, and what is most interesting, 74% do not unsubscribe from them.

The value of a follower is not only that he is subscribed to the company - 53% of them go to the site, and 43% share the brand's tweets with friends.

“Video content is becoming new opportunity for marketing of the moment because it provides the best user experience and we are seeing a big increase in video views on Twitter. Visual content in the form of photos, infographics and videos is taking precedence over text messaging,” said Greenberger. He added that users who saw the video buy the products featured in it by 28% more.
Peter also talked about how you can use Periscope (an online video streaming service) and Vine ( mobile app to create six-second videos) in advertising campaigns.

People actively use the platform while watching TV. Twitter recently worked with REN TV, which conducted a poll of Twitterers to find out what they want to see more of: a Lord of the Rings marathon or a Harry Potter marathon? There were over 60,000 tweets and Harry Potter ended up winning. REN TV, thanks to this poll and the number of tweets, was on the first line of TNS this weekend.

Twitter Business Opportunities

He told the participants about local cases Sergey Dovedov, CEO Httpool company, which is the official representative of Twitter in Russia. At the beginning of his speech, he spoke about the new formats of the platform, noting that there are now many opportunities for advertisers, such as promoted tweets and trends.

“Valuable moments in people's lives happen all the time, and it's important to use them properly,” Dovedov said.

There are 4 approaches that allow a business to plan and use the right moments:

1. Daily events

People tweet everyday things, like the music they have currently playing in their music player or an album they downloaded from iTunes. And each such tweet is a kind of signal for the advertiser that the music is relevant for this user, and it needs to be responded to. The same goes for health tweets. So, for example, the American pharmaceutical company searched for tweets in which users wrote that they had insomnia, and offered them advertisements for a cure for it. Sports events also create a huge buzz, whether it's a match or going to the gym and running. Any sports brand can tell the right users about yourself and offer some kind of product. The same approach can be used in topics about weather, traffic and public transport.

2. Planned Brand Campaigns

It’s pretty easy to adjust to them, and every marketer knows how to use it. In this case, content is extremely important, you should always come up with something special. For example, the Starbucks chain came up with its hashtag in order to unite brand fans from all over the world into a global community. The audience reacted very positively to this.

3. Events of a large scale

Oscars, Eurovision, New Year- for any event that we know about in advance, we can prepare creative tweets. Because every event resonates on Twitter. If nothing is written about the event, then it does not exist. For example, the show "Voice" can be used to connect with the audience of this program or create content that will resonate with its theme.

4. Reactive Marketing

The most complex and most creative, where many brands have successful cases. For example, the release of iPhone6, which caused a wave of reports about the fact that this smartphone bends great. Brands responded quickly and trolled Apple for its softness. The bite of Suarez at the World Cup and one of the latest stories about a blue-black or white-gold dress - you need to be ready for such marketing and have the resources to react in time.

“Advertisers who are ready for online marketing attract the attention of the most active audience. These Twitter stories happen every day, go beyond the network and can end up on the screen of a TV show or in real life,” Sergei summed up his speech.

Moment marketing with zero budget

About how Yota followed the solar eclipse and how they build communications with the audience, told Lina Udovenko, PR director of the company. “In communicating with our clients, we use non-standard communication methods, we do not have a call center, they write to us in the application, in social networks and in the site chat. Our user uses a smartphone, and it is easier for him to communicate in a digital environment, he does not like to spend time dialing and explaining the problem to several operators,” she said.

According to Lina, Yota distinguished itself with space creativity thanks to the hashtag #sunshine, launching a campaign of the same name on March 19. Having developed the visual, they posted it on social media accounts on Twitter, VKontakte and Facebook, urging users to post selfies on the network against the backdrop of the eclipse with the official tag. The most interesting shots were included in the company's time-lapse video.

Yota set itself the task of getting into trends. B, after the action, not only fulfilled it, but also received free PR, because the media began to be interested in the action, which make selections according to trends. With a budget of 0 rubles, having spent time only on the announcement and editing of the video, the company managed to achieve impressive results.

“We are interested in tracking such events, from a solar eclipse to a music festival. Using social media in marketing works great without a budget,” she added.

"Game of Thrones", Ksenia Sobchak and "50 Shades of Grey"

No less interesting cases shared Dmitry Kolodin, social media specialist for Aviasales and Hotellook. “We are very active in social networks and try to attract an audience in our own way. At least 30% of our content is marketing of the moment. These posts can be born thanks to:

informational occasions, such as the celebration of the New Year or April 1,
news, not necessarily from your field, you can take related topics,
high-profile events like the appearance on the network of pictures of a sexist shirt.

All these stories are always born on Twitter,” he said.

So, for example, Hotellook arranged a promotion for Game of Thrones fans and offered to get their own castle in Westeros with names from the series and descriptions, and at the booking stage they showed a notification thanking for the interest and gave the opportunity to share. And after the premiere of "50 Shades of Grey" made a selection of BDSM hotels. Speaking about the use of news in marketing, Dmitry cited as an example the case of how they took a screenshot of the “correspondence” with Ksenia Sobchak after the special services recommended that she leave the country. And how they experienced the solar eclipse with their visuals, in which the Aviasales logo covered the sun in the form of the logos of their competitors. According to him, newsworthy events can be found by oneself and being creative, beaten in one's social networks and adapted to one's activity.

Arai Sharipova learned more about the #marketingmoment at #riff2015

"Proactive Marketing Based on Business Intelligence with SAP BO Marina Kopilenko Head of Revenue Assurance Department,..."

BUSINESS ANALYSIS FORUM 2012

Proactive Marketing

based on business analytics

Marina Kopilenko

Head of Income Guarantee Department, Financial Directorate

LLC "Astelit" mobile operator life:)

What do people usually think of when they say "Proactive Marketing"?

Something that everyone has been waiting for a long time and now it is already flying to you.

I invite you to take a look behind the scenes.

Behind the scenes

proactive marketing.

What is behind financial success

companies in the market?

proactivity Episode IV.

How new products are launched It's no secret that a real creative marketer, waking up in the morning with a brilliant idea, is ready to immediately implement it. At least, this is how it happens in our company. On the way to success, a creative marketer demands to submit to him the initial data for calculation. An imperturbable analyst in a short time gets and PROVIDES this data.

From somewhere he has everything, a bit like a trick After that, as usual, the idea is supplemented, changed, revised, co-authors and accomplices appear The invariably imperturbable* analyst prepares more and more data in a short time * The analyst's equanimity is somewhat exaggerated

And here it is - proactive marketing in action:

a new product is introduced to the market.

Everyone is happy.

Proactive marketing in practice is built on the basis of proactive analytics Episode I.

A long time ago... Simultaneously with the launch of the life:) brand in the telecommunications market of Ukraine, a strategically important decision was made to develop a data warehouse. CITIA BTC was chosen as a partner and supplier of a solution in building a data warehouse. English company Among the clients of Citia BTC Founded in 2001 Has more than 70 employees Specializes in business intelligence (BI) systems Offers solutions for data integration and analysis, business performance management Collaborates with the world's leading providers of Business Intelligence and Data Warehouse solutions At the first stage of the project, an audit of systems sources. For a telecom company, these are databases of subscribers, transactions in the billing system, settlement systems with partners.

As a result, the architecture of the future storage appeared.

Analysts Information delivery and analysis technologies Complex arbitrary Dashboards Reports requests (ad-hoc)

– – –

In the IT field since 1980. Personally participated in the implementation of several of the largest data warehouses in Europe.

For five years, he developed development strategies for decision support systems (DSS), business intelligence (BI) and building data warehouses (DWH) for Oracle.

Ideologist of a structurally separated business intelligence unit in companies.

Working on a data warehouse project means figuring out and crossing two main pieces

– – –

The result for IT will be:

Physical amount of storage (in terabytes) Amount of regularly processed information Duration of ETL process Process regulation relative to other tasks Amount of keeping algorithms up to date

The result for the business will be:

Degree of information detailing Speed of request processing Efficiency of data (degree of approximation to real time) Having solved all the issues, the Warehouse began to be filled with data... Conclusion 2.

Proactive analytics is built on the basis of strategic management Episode II.

New features Advantages of business units when working with a data warehouse General A large amount of information, pre-structured according to business needs, cleaned and stored in one place Independent quality assurance of existing reports by contractor experts Organizational changes: Details more Proactivity Multi-factor analysis of subscriber behavior, tracking the dynamics of service usage Assessment of subscriber needs Segmentation and micro-segmentation Scoring by the risk of losing a client Reporting, statistics, ad-hoc Weekly analysis of information about subscribers and traffic, revenue forecast Detailed reports on existing services since launch Preparation bases for informational SMS mailings - taking into account the already activated services, the specifics of use and the rejection of spam (a significant addition that affects the subscriber satisfaction index) Having gained access to a large amount of information, some tension arises in the team

1. I don't understand all these technical terms. Translate into normal language!

– – –

Development of opportunities Adding new subject areas Development of operational reporting!! Support Optimization of ETL procedures Parallelization of data loading processes Control of data loading schedules Regular audit of the relevance of algorithms Monitoring of quality and filling directories Expansion of server space.

Providing backups.

– – –

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PROACTIVE COMPANY

V.A. Lapidus

Introduction

We have been trying for many years... and are still trying to change for the better Russian, Kazakh, Ukrainian and other companies, not only formed on the basis of Soviet enterprises, but also grown again.

As a result, we have gained experience and knowledge, which we are now trying to combine with Eastern and Western concepts, approaches and methods of management and create something useful for Russian companies and their former counterparts.

The main impression from our exercises is that it is very "difficult to drag a hippopotamus out of a swamp." Russian management is absolutely special, it has a special "bog" become, and it does not want to change or learn.

The confirmations are very simple. How many companies in our country have applied the ISO 9000 series standards to date? Ten times less than China gave an increase in certified companies over the past year.

What is labor productivity? If we take a widely used indicator - output per year per worker - we will get 10-20% of the western one.

You can continue to humiliate the patriotic feelings of the reader, but you still need to answer the question: -“Why does Russian industry and the economy for the most part not apply new and “old”, but overlooked, effective management models?” .

In fairness, we note that several dozen, maybe a hundred or two effective companies of a new type have appeared in Russia. But while they do not make the weather. In addition, this is either joint ventures or firms with foreign management.

Having received the answer to the first question, the second immediately arises: -“Maybe Russian (Kazakh, Ukrainian, Belarusian, etc. from the CIS list) need to be offered a special product that meets their needs, if any exist?”

First of all, it is necessary to assess the Russian situation (we will limit ourselves to Russia, although our former fraternal republics have much in common in the difficult fate of the transition from fictitious socialism to an unknown formation, under the general vague name of “market relations”).

So specific.

1. The specifics of the Russian situation

Let's start with the most popular attempt to change something - the implementation of the ISO 9000 series standards. Admittedly, the implementation does not work. And few implementations, and not effective, and superficial. The standards themselves are flexible and, if desired, can be of great benefit, but it is obvious that the ISO 9000 series standards in Russia are based on a different basis than abroad. It should be recognized that in general, our management is very far from modern, global, it practically did not develop in the twentieth century.

Entire milestones are missing: Taylorism, human relations school, behaviorism, management by objectives (MBO), policy management (hosin kanri), strategic management, TQM, etc.

Gone are the production management models and approaches such as Just-in-Time, Kanban, Lean Production, Poka-Yoke, etc. Yes, and statistical process control (SPC) hooked a few.

The legacy of the past was "repressive management" - as the basis for managing organizations, and a low corporate culture, very specific, very far from humanistic and intellectual.

Briefly describe our typical corporate culture -it's a culture of internal struggle - everyone with everyone and against everyone, naturally forgetting, and sometimes not having the strength to fight with competitors.

“We are fighting with quality, with productivity too, with bureaucracy, drunkenness, corruption (internal), theft - they are fighting.”

In addition, "old style" companies are overorganized and difficult to transform. All of them are similar to each other and suffer from the same diseases. The main one is "repressive management". We recommend the book to the reader.

Companies of a new type, more market-oriented, more customer-oriented, process-oriented, but they are underorganized. They are all very different and very similar to their creators.

We indicate the main diseases of new companies:

Low level of development of organizational structures, documentation;

Lack of mission, vision, values and guiding principles, realized and used by the majority of employees;

Blurred responsibilities, powers and interactions;

Leaderism (the only leader is the leader);

No description of functions, processes, procedures

Unconscious model of your own company;

Lack of a long-term strategy and policy.

It is also important to note the personnel problem - the lack of professional hired managers as a class.

It is obvious that they had nowhere to appear. In the turbulent 1990s, those who had managerial, organizational talent, created their own business.

Of young people, even with an international MBA degree, a real manager is obtained only with time, through the accumulation of experience. practical application acquired knowledge.

Management is the lot of mature people, including, perhaps, young people.

A particular problem is the gaps in trust between owners and managers, as well as between managers and ordinary personnel and workers.

We note the lack of motivation for work in general and for improvements, innovations in particular; unjustified proportions in earnings between new (note, not always professional and successful) managers and other specialists.

On the other hand, the pages of our magazines, books and other publications are flooded with information about new and not very new approaches, systems, methods, and management tools that have not yet been mastered.

That's far from complete list: ISO 9000 series, 14000 series, 18000 series, TQM, business process reengineering, Five S, Six Sigma, outsourcing, Lean production, kanban, just in time, kaizen, hoshin kanri", "coaching", etc.

The menu is extensive. There were many consultants "quickly and cheaply" ready to implement anything and everything.

It's easy to get lost in this situation.

And we believe that it is these two features - the backwardness and ugliness of our management, which has passed the path of historical materialism, on the one hand, and an overabundance of new approaches, concepts, systems, methods, tools that came from abroad, on the other hand, that give rise to the main specificity of transformations Russian companies.

In fact, this is a conversation about where we are and where we are going.

But when we find ourselves in our very backward location on the management map and see an excessive number of ways to get better, a methodical "shock" ensues.

The natural reaction of managers and owners is: “It is better not to change anything until you understand what needs to be changed and how.”

And this is where the need arises to obtain general recommendations in relation to menu items, which in one form or another reflect the range of modern proposals for management changes, i.e. advice on how to read the menu and take advantage of its offers.

It is unrealistic to set the task of introducing even a part of new approaches without any integral concept. We see this in the examples of suppliers to the automotive industry.Too much transformation . However, they are necessary, and they should be implemented in a time frame that is not comparable with the time spent by foreign companies.

Various attempts to implement ISO 9001, ISO 14001, TQM, statistical methods lead, at best, to partial results, and often - just to disappointment.

Our many years of experience have led to the realization of a generally simple fact: all Russian companies and companies in the CIS countries need very serious changes and transformations of the widest and deepest types, so we need to start transforming our enterprises into companies that themselves are capable of purposefully changing.

With that in mind, we asked ourselves two main questions:

What kind of company should be able to make deep and fast purposeful transformations?

What needs to be changed in the company so that it acquires the ability to change?

Our experience of working and communicating with the best Russian companies led to the following answer:it is necessary to make changes in the motivational and intellectual basis of the bulk of the company's employees and, above all, its owners and managers.

In particular, it is necessary to provide a knowledge base, including the foundations of new management, new views on the market, on competition, on cooperation, on the relationship of all interested parties. In other words, to form the basis of a new corporate culture - a culture capable of generating processes of purposeful transformations. This is the answer to our second question.

And to answer the first question, we decided to create an image of a company capable of carrying out deep transformations. We named such a companyproactive and created the first image of such a company“Proactive company. Model 1. Growth Management» and the corresponding product on a modular basis.

We have come to understand that any company that wants to start transforming must prepare for it and become a company that can change. We understood this before and always insisted on motivational seminars, management trainings, creation of internal projects before the implementation of ISO 9001 or other models.

However, this is clearly not enough. Very serious preparatory work is needed, such as, for example, the training of climbers, pilots, cosmonauts, and so on.

Transformation is a profession.

Transformation is a constant state and at the same time the readiness of companies for change.

If we recall Newton's second law, then acceleration (rate of change) is inversely proportional to mass - a measure of inertia.

Proactive companies should start by working to reduce the measure of inertia. Although we note that the measure of inertia should not be too small, so that the company is not blown away by a light wind of change or turned over by a small wave.

2. Proactive company. Main features. Image

Let's explain the concept"proactive company"

First of all, it is obvious that companies, like people, can be divided into two classes:-passive Andactive .

Without dwelling on passive companies for obvious reasons, we will also divide active companies into two classes:reactive Andproactive .

What is the difference between them?

Reactive companies show their activity as a reaction to certain phenomena of an external and internal nature (impact). This is a valuable quality of the entire living world, allowing its representatives to fight for existence.

However, people and companies, as communities of people, are capable of proactive behavior that predicts (as a result of observations, measurements, analysis) possible impacts and influences them and themselves, anticipating them.

Console"pro-" most often means striving forward (with the exception of profanity): progress, prologue, clearance, etc.

Here is a definition of a proactive company, which is more of a slogan than a strict definition, but it is very important: A proactive company is a company that controls its own destiny within the limits set by the destiny itself.

A comment. A proactive company is not a fatalist, it does not believe that everything is determined by fate, everything is written in some books.

A proactive company seeks to control its own destiny, but there are always limits to what is possible, set by someone outside our influence. In general, these are the limits, the tolerances of the possible, released to us by fate itself. Being proactive is constantly exploring the changing limits of what is possible and, within that framework, achieving your goals, including those of growth and development.

A proactive company follows several modernized precepts:

God! Give me the strength to change what can be changed;

God! Give me the ability to adapt to what cannot be changed;

God! Give me reason to distinguish the first from the second.

jet company - a company that responds to changes in the external and internal environment, but not predicting changes and not influencing them.

Examples:

The head of one company complains to the author: “We lost so much money on purchases in Europe because of the euro jump. We are currently downsizing and have limited investment in new products.”

The second leader says: “In 2002, we began to analyze the economic processes in the United States, the possible consequences of the war in Iraq, and decided to transfer part of our purchases from Europe to the United States, and also began to invest in the development of Russian suppliers, because. understand that the dollar will weaken and the euro will rise.”

There is a legend that when in the 19th century the German Minister of Defense received a call at night that the war had begun, he grumbled: “Open the second drawer on the right of my desk in the office, there is a complete plan of our actions, I will arrive in the morning,” and fell asleep.

It is not difficult to see who was proactive in these examples. A proactive company treats business as a game where you need to see a few moves further than the enemy (competitors, environment, nature, fate) and tries to be the cause of events, not their consequence.

In general, according to the formula - "White starts and wins."

Let's offer a more academic definition of a proactive company.Proactive company - a company that is able to learn about itself and the environment and change using this knowledge to ensure proactive development in relation to the dynamics of consumer needs and the challenges of competitors, based on a balance of stakeholder interests. Here we touched on very important concepts - stakeholders and the balance of interests.But this is a separate issue.

Characteristics of a proactive company

A proactive company has the following features:

Clear desire to develop and grow (indefinitely) among a critical mass of employees, managers, owners;

A clear long-term goal;

Mission statement explaining its role in the economic community;

Vision, values and guiding principles that define it internal processes and environment;

Positive attitude towards the world, people, including their staff;

A flexible management system (including the organizational structure) focused on long-term life, the health of the company, the growth of the main performance indicators (indicators) and, above all, the value of the company (under appropriate environmental conditions, a proactive company can be in different phases: explosion, controlled growth (limited growth), balance with the external environment - homeostasis, conservatism, conservation and / or accumulation of energy, controlled compression, etc.);

Freedom of choice and corporate will;

Conscience (recognition and honest analysis of errors, inconsistencies, defects, losses);

Suffering, unwillingness to put up with negative phenomena (corrective actions);

The ability to self-study, self-knowledge, self-learning, self-improvement;

Balance of interests of "stakeholders" (parties interested in the company's activities);

Corporate Aggregate Energy;

Corporate environment focused on self-study, self-knowledge (dualism: management - study) and support for change;

Knowledge of methods of theory and practice of transformations;

Having a change strategy.

In addition, we will consider the company model not as an individual, but as a population.

This is very important for understanding the longevity of a company. Unfortunately, the age of many modern companies very short, 20 years on average…

In many ways, such short term is explained by the fact that companies are built according to models of individuals, identifying the necessary management functions, similar, for example, to individual organs of people. In particular, functional management, based on special management functions such as marketing, design, production, purchasing, sales, service, etc., obviously uses the model of the individual from a biological point of view.

However, individuals live much less than populations, primarily due to the processes of the birth of new individuals, their learning and natural selection.

It's good if the company understands this and builds it correctly career and rotation, but often in our country people become symbols of their function and are ready to occupy their respective positions until their deathbed.

The biological model of the company as a kind of population;

The social model of the company;

economic;

Energy;

Emotional-psychological model.

3. Biological model of a proactive company

Any organization consisting of people, omitting equipment, structures and other assets, has the properties of a living being, including the ability to grow and develop.

At the same time, growth and development are under the influence of two main forces - acceleration and deceleration (accelerators and decelerators).

This is typical for any formations of wildlife and provides a certain development and balance with the environment.

The presence of change retarders (these are not always people) is usually ignored by reformers, often irritating them, although the presence of retarders is vital, and the bearers of slowdown processes should be perceived with an understanding of their role, which ensures the balance of change.

Let us compare some aspects of the growth and development of populations and corporations.

Table 1 shows analogues of the corporate structure to population models.

Table 1

Development models

populations	corporations
Natural selection	Career, rotation
Mutations	Innovation
Leaders, herding, group behavior	Leadership, group work, synergy, corporate patriotism
Culling, thinning (everyone lacks the sun)	Leadership selection systems, careers, layoffs, layoffs
intraspecific competition	Conflicts, intrigues, struggle, internal competition, rivalry
Conquest of living space	Conquest of consumers, creation of branches, subsidiaries
Population growth and space occupied	growth management
Ecological balance with the environment	Environmental management
Reproducibility (be fruitful, multiply)	The system of expanded reproduction of knowledge, skills, the flow of skills from universities, colleges, schools, mentoring, training
Saving and saving energy	Economic management, cost reduction, production costs
Nutrition	Resources, investments, knowledge, sales revenue
reflexes	Taboo, rules, order, technology, standards
Instincts (individual and group)	Instincts of group behavior of people, values, principles
parental instinct	Mentorship, leadership, training of followers and disciples
Sexuality (sex difference)	Division into internal suppliers and consumers
family groups	Circles and groups of quality
Adaptation, mimicry, adaptation	Adaptation, transformations
Fight for survival	Competition, winning consumers, product quality
Accelerators and retarders	Reformers and Conservatives
Diseases and mortality of individuals	Poor quality and mortality of products, processes, care of workers

Comparison of the two columns in Table 1 is not useless, it suggests a number of proposals for the structure of corporations, allowing them to become long-lived.

Not every company has a fairly complete set in the right column.

Quite often, there are no open and clear rules for career and employee rotation, innovation is suppressed, there are no leadership institutions, there is no environmental management and simply careful attitude to resources and nature, there is no growth management, knowledge reproduction system, etc.

Meanwhile, the absence of one or another factor in the development of populations from the left column leads to a decrease and, often, to the disappearance (death) of populations. Note that the market mechanism itself - free enterprise - uses the nature and laws of populations, and many companies, to their unconscious regret, apply the laws of the individual.

Then a natural question arises: Isn't the absence of a number, and sometimes many lines in the right column of Table 1, the reason for the short life of corporations?

What should be a proactive, growing company - a long-liver (in terms of biological systems)?

As follows from Table. 1, it must have the following systems:

Selection, development and change of personnel;

Leadership as a form of responsibility for a group, a company and as a way of management;

Corporate recognizable environment and devotion to the group (corporate patriotism);

Transparent career and career opportunities;

Staff rotations;

Synergy (corporate energy management);

Transformation of the organizational structure in order to give authority and responsibility to mature leaders;

Intraspecific (internal) competition, competitiveness;

Enemies and aggressive environment;

Taboo - restrictions incompatible with the life of a corporation;

Values, traditions, culture;

Quality management, safety, company health, environmental management;

Training, mentoring;

Self-forming and self-governing circles and quality groups;

Motivation for improvement;

Adaptations, adaptations to the surrounding world;

Management of innovations, improvements;

Process approach based on the relationship of internal suppliers and consumers;

Balance of reform and conservative efforts (accelerators and retarders);

Free, unregulated management areas of activity.

We do not set ourselves the task now to give a complete list of systems and, moreover, to order them in order of importance. The goal so far is simpler - to pay attention to the biological models of corporations and apply them to build proactive long-lived companies.

Let us draw the reader's attention to one more moment of the biological model of the company.

It is known that the growth of any biological subject is described by the S-curve shown in Fig. 1 for the company, products, personnel.

The S-curve reflects a number of important stages of growth - birth, childhood, adolescence, maturity, conservatism, aging, death.

If we look at the main elements of the company - products, people's capabilities, their fatigue and aging, mission, technologies (processes, including business processes), organizational structures and management systems - we will see that each element has its own S-curve and your lifespan.

At the same time, all these elements are vital and their aging or death determines the life span of the company. She (company) dies from the first deadly disease.

We do not claim the accuracy of life expectancy estimates for the elements shown in Fig. 1. This may be the subject of a special study. But if we take these figures as typical example, then companies need to first reproduce new products, new knowledge and maintain the competence of staff.

Picture 1

However, this can be very individual for each company and is a matter of self-study.

It should be noted that in Russian companies there is no experience of such analysis and self-study, in any case, it is unknown to the author, who closely follows publications about the successes of Russian companies.

In computer technology and software, products age in 3-4 years, in the automotive industry - 5-6 years, in consumer electronics - 3-5 years, etc. The half-life of knowledge is of the same order. Without innovation and in the absence of rotation, workers become tired of their work in 3-4 years. With the monotonous nature of the activity, this can be an even shorter period.

It is obvious that a view of the company only from a biological point of view cannot be complete.

Let's consider other aspects: social, economic, energy, emotional and psychological.

For brevity, we confine ourselves to listing the main elements.

4. Proactive company: social aspect

It is obvious that any companies are communities of people, and all the attributes of sociality are present in them.

Some of the aspects that we will highlight were also present in biological models above. This is natural, because societies are simply a higher level of biological models.

In table. 2 presents the main social elements that should be recognized by the company and be the subject of analysis, discussion, collective and individual agreements.

table 2

Proactive company: social aspect

(company as a society)

1. Balance and community of interests, turning into a community of fate for all interested parties;

2. Justice and guarantees for the future;

3. Protection of employees in case of illness, upon reaching retirement age, from the dangers of the external environment;

4. Protection of top managers - contracts that limit the tenure of positions, as well as compensation payments in case of termination of contracts at the initiative of the owners - "golden, silver parachutes";

5. Leadership system - the relationship of leaders, career, rotation, the creation of new structures. Each leader stands on the shoulders of other leaders (ethics of competition);

6. Wage system tied to the basket and inflation

7. Right to learning, development, growth;

8. A system of recognition of achievements, respect for knowledge, professionalism, competencies, etc.;

9. Motivational environment that fills the work with positive emotions;

10. Encouraging the creation of free groups, teams, improvement circles;

11. Collective social agreement, pension programs;

12. Compensation payments for layoffs, etc.

As before, the data in Table. 2 do not pretend to be complete and orderly and draw attention to the need to take into account these and, perhaps, some other missing elements when transforming a “regular” company into a proactive one.

Undoubtedly, this aspect requires more detailed consideration, which the author intends to do in the near future.

5. Proactive company: economic aspect

We must not forget why companies are created: - to earn money for shareholders, owners, managers, employees of all levels.

The main property of a proactive company in the economic sphere is the clarification of the complicity of all employees in the business, regardless of whether they are shareholders, managers, employees, workers.

Each employee must have clarity in understanding the goals of the business, his personal role and his remuneration. It is important that people understand not only the possible and expected income from the business, but also share all the risks that exist in business.

Briefly, the main elements are shown in Table. 3.

Table 3

Proactive company: economic aspect

1. Participation of all employees in achieving the goals of the business and its income;

2. Relationship of salary, allowances and bonuses with the success of the company;

3. Decent level of remuneration;

4. Financial incentives associated with indicators (indices) of growth;

5. Participation in the distribution of business risks;

6. Availability of economic information;

7. Understanding that together people can earn more than individually

The economic side of a proactive company is manifested in:

Participation of employees in business planning and goal setting;

Creation of a system of remuneration and material incentives that transparently shows the sources of earnings and their relationship with business results and related risks.

6. Proactive company: energy aspect

Obviously, in any company, the energy of people, the direction of its application, synergy are important.

As before, we note only schematically the main elements (Table 4).

Table 4

Proactive company: energy aspect

1. Creation of a corporate environment aimed at motivating to achieve business goals, creative hard work;

2. Management of psycho-energy flows, synergy;

3. Maintenance of energy tone and positive fluid field;

4. Elimination of all types of internal struggle, wasting the energy of the staff;

5. Designation of competitors (enemies) and goals to get ahead of them (adrenaline stimulation).

7. Proactive company: emotional and mental aspect

In a proactive company, one of E. Deming's calls is being implemented: "Let people get joy from work."

People spend too much time at work and the company should give all the wealth positive emotions, which gives life, for work for many is a big part of life. This is closely related to the motivation, creative behavior of workers, their patriotism and a number of other very important categories.

Interactions of people should be aimed at creating a positive fluid field. // 24.11.2019 10:09 - stories about important things in simple language.

The organizer of the conference is a charitable foundation" Bright life " specializing in the development of charity and volunteering, helping children with serious illnesses, orphans and lonely elderly people.

Fig.1. Definition of strategy

The strategy can be viewed as a detailed comprehensive comprehensive plan, aimed at fulfilling the mission and achieving the goals of the organization with maximum efficiency. The main task of such a plan is to ensure innovations and changes in the organization in accordance with changes in environment.

Real strategy organization consists not only of directed (planned) actions, but also of response to unforeseen circumstances. Therefore, the strategy must be considered as a symbiosis of planned actions. (proactive strategy) and adaptive response to the situation (reactive strategy).

defining elements strategy is:

1. Presence of a mission and strategic goals

2. Decision on allocation of resources

3. Adaptation to the external environment

4. Internal coordination

5. Create long lasting competitive advantage

Strategic management- This activity, aimed at achieving the main goals and objectives of the organization, determined on the basis of foreseeing possible changes in the environment and organizational capacity by coordinating and allocating resources.

Strategic management can be attributed to the philosophy or ideology of business and management, where a significant place is given to the creativity of top management and staff of the organization. We remind you that strategy is the "art of the commander" (manager).

At its core, the strategic approach to management involves the response to three main questions :

1. What do we want to achieve as a result of our activities?(Desired state model).

Here, first of all, we are talking about goal setting, based visions the firm's leadership of its business in a certain future. At the same time, it is necessary, through analysis, to evaluate possible changes in the environment that can be used to effectively achieve goals, and those changes that may prevent the organization from achieving its goals. Thus, a certain ideal of the organization is created, to which one should strive (model of the ideal situation).

2. Who are we now?(Model of the real situation).

Assessing the potential of the company in terms of organizational potential (marketing, production, financial, human resources, etc.), managers must determine what the organization can really achieve and what resources it has to achieve its goals. Such diagnostics gives an idea of the organization's capabilities in terms of implementing new goals and what is lacking in organizational resources for this. The result of such diagnostics is a model of a real situation.

3. How to move from the state in which the organization is currently in a state that will ensure the achievement of goals in the future?

When goals are set taking into account external factors and the potential resource capabilities of the organization are assessed, it is necessary to determine the way to achieve the goal. In other words, the leaders of the organization must both broadly and specifically decide what needs to be done to achieve the goals. In fact, this is the concept of strategy as a set of the main goals of the organization and the main ways to achieve them.

Rice. 2. Basic understanding of strategic management

There are a significant number of options for achieving goals; task strategic management- the choice of the optimal option at the level of strategy development, which, as a rule, turns into specific plan activities that must be completed within a specified time frame. In the model shown in fig. 2, it can be seen that the transition of the organization from the initial state to the desired one (for example, leadership in the industry in terms of sales) can occur in different ways.

Path "a" involves rapid and radical changes in the organization at the initial stage of strategic management, and then gradually bringing the "details" to the desired state. Path "b" involves the alternation of radical changes with a period of reflection on what has been achieved as a launching pad for the next breakthrough towards the intended goal. The “c” path is gradual, cautious actions associated with minor organizational changes, which, with the accumulation of sufficient experience at the end of the planning period, should lead to significant changes.

Constituent elements of strategic management