Support of strategic decisions on the development of enterprise by information technology provides an opportunity to study in more detail each source of information and draw conclusions. The main role is played by the completeness, timeliness and reliability of information. There are high requirements for it. The clarity of the tasks, data analysis, efficiency of processing the results depend on the qualifications of the staff and technologies used in the enterprise. Strategic decisions reflect the interaction of the campaign and the external environment. Therefore, the company needs to adapt to the external environment, which is constantly changing.
Information support for making strategic
decisions on enterprise development involves the
accumulation and storage of information, ensuring
access to it for all stakeholders in the innovative
development of the enterprise. Innovative
employees must be technologically and
marketaware, which will form the necessary information
base to create not only product, but also
organizational and marketing innovative ideas.
Thus, such information base should include
knowledge of past experience and promising areas
of development in such important areas as:
features of corporate business strategy, its possible
changes; application of effective management
methods; significance and features of the
implemented information technologies; changes
in the organizational structure of the enterprise,
the distribution of powers and responsibilities, as
well as the goals that must be achieved through
these changes; features of application of modern
quality control systems, certification of goods,
works and services; introduction of modern
systems of logistics and supply of raw materials,
materials, components; creation and activity of
specialized divisions on carrying out of researches
and developments, practical realization of
scientific and technical achievements;
implementation and operation of corporate
knowledge management systems; available staff
development activities; the degree of use of
thirdparty services by the enterprise (consulting,
outsourcing, etc.); information on technical
characteristics of products, their range and
nomenclature, the degree of diversification of
production; advantages and disadvantages
(technical and economic parameters of
competitiveness) of enterprise products;
introduced and promising significant changes in
the design of goods and services; implemented
and planned changes in the packaging of goods;
results of implementation of marketing strategies,
actual and perspective market shares, key market
segments of consumers; the results of the use of
old and new methods of promoting goods; data on
the efficiency of existing distribution and sales
channels; features of pricing strategies of the
enterprise and the results of their implementation.
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The accuracy, completeness and timeliness of the necessary information play an important role in these processes. There are high requirements for it. The clarity of the tasks, data analysis, efficiency of processing the results depend on the qualifications of the staff and the technologies used (Table 1).
Problems of strategic decision-making are
called problems of unique choice, when the new
object of choice or the situation in which it is
implemented is new during its implementation [
Administration of electronic document management, rights and responsibilities.
Unified regulations for documentation, maintenance and modification Multi-level system of analysis and preparation of decision-making with a flexible graphical user interface.
But in fact, from the point of view of employees of enterprises, the system of information and analytical support for strategic decision-making exists in 6 out of 18 surveyed enterprises (30%). From this we can conclude that in general there is a need for information and analytical support for strategic decision-making, but such a need is not met in domestic enterprises. Moreover, the relationship between the need for information and analytical support and the actual use is low (table 3). This is confirmed by the calculation of the contingency ratio for dichotomous variables (K = 0.013), the low value of which indicates the lack of connection between the need and the actual implementation of the system of information and analytical support for strategic decision-making.
The research conducted at the selected enterprises was aimed at identifying the need for information and analytical support for strategic decision-making and analysis of information on the existing problems of formation and use of such support. Selected problems of strategic decisionmaking in enterprises are presented in table. 4. The peculiarity of the selected problems is that in the current management of the enterprise they are almost not felt − because for the current management of information support, strategic decision-making itself is often not of particular value, looks like an abstraction or refers to the future. But this does not diminish the importance of the problem in the context of strategic development management. 5 4 4 3 10
Table 4 shows the number of enterprises that have these problems and provides an assessment of the importance of such a problem for strategic decision-making in the enterprise. The number of enterprises appears as a discrete quantity and varies from 1 to 18 (total sample size). The importance of the problem appears as a subjective interval value, which is estimated by an expert on the basis of the involvement of the company's specialists for evaluation on a five-point scale, followed by averaging on the basis of arithmetic mean. The number of expert groups for each of the surveyed enterprises is different and varies from 3 to 11 people. The resulting importance of the problem for enterprise management is calculated as the arithmetic mean of estimates of the importance of such a problem for all enterprises for which such a problem exists. From this point of view, it is possible to distribute the presented problem issues (Table 4) according to two criteria − "importance" and "frequency" of the problem (according to the number of the stated problem question). According to these estimates, we can conclude that among the most serious issues in the formation of information and analytical support for strategic decision-making and are the most typical (as they occur quite often) include: paragraph 1, the lack of formation of IAZ AKP; item 2 lack of specialized tools; item 5 absence or insufficiency of actual financing of IAZ AKP; item 6 ignorance of the personnel of the enterprise concerning use and possibilities of IAZ AKP; Clause 9 inconsistency of IAZ AKP elements (if any) with the needs of information users.These issues should be the first focus of managerial attention in the case of trying to solve the problem of forming information and analytical support for strategic decision-making in the enterprise.
Important in managing the development of the enterprise, but the frequency of its occurrence can be considered partial rather than universal. On the contrary, the problems of the lack of specialists with IAZ AKP, as well as the low coordination of actions for the formation of IAZ AKP are quite common, but their importance is relatively insignificant. Problems of weak connection of elements of IAZ AKP with strategy of development of the enterprise and needs of users, insufficient use of the received results, despite their theoretical significance, from the subjective point of view of managers of researched enterprises are not too frequent and have rather small importance for enterprise development management. Therefore, in addition to providing information support for strategic decision-making, the problem of forming their organizational support is relevant.