Mastering Systems Strategic Crises to Prevent Business Crises

Abstract

IzvlečekV prispevku je obravnavana problematika prepoznavanja in razreševanja strateških kriz v poslovnih sistemih. Prepoznavanje strateških kriz je glede na obstoječe opredelitve pogosto stvar subjektivne interpretacije, kar otežuje oblikovanje in izvajanje potrebnih ukrepov za njihovo razreševanje. V prispevku opredeljujemo nova miselna izhodišča za opredelitev strateških kriz in uvajamo pojem sistemske strateške krize. Te pojasnimo in opredelimo kot vzrok za nastanek poslovnih strateških kriz in posledično operativnih kriz. Z opredelitvijo sistemske strateške krize ustvarjamo podlago za uvajanje celovitega pristopa k razreševanju strateških kriz z integracijo strateškega in projektnega menedžmenta, delujočega na konceptih sistemskega razmišljanja in kreativnosti, kar na kratko orišemo v predlaganem dvodimenzionalnem modelu obvladovanja sistemskih strateških kriz.Ključne besede: strateška kriza, sistemska strateška kriza, poslovna kriza, krizni menedžment, projektni menedžment Abstract This paper deals with the problem of identifying and resolving strategic crises in business systems. Identifying strategic crises, based on the existing definitions of these crises, is often a matter of subjective interpretation, making it difficult to design and implement the necessary measures to resolve them. In this paper we define a new intellectual basis for the definition of strategic crisis and introduce the concept of a systemic strategic crisis. These are explained and defined as the cause of business strategic crises and the resulting operational crises. By defining the systemic strategic crises, we create the basis for introducing a holistic approach to solving strategic crises with the integration of strategic and project management acting on the concepts of systems thinking and creativity, which is briefly outlined in the proposed two-dimensional model of managing systems strategic crisis.

Strategic Drift and Strategic Crisis Management of Organization

“…The operative crisis, according to him, most frequently shows decrease of the individual carrying out of the indexes of the business systems (for example, decrease of the incomes from sales, market share, profits, or loss of clients and so on). This classification is accepted by other scientists, such as Vrečko and Mulej (2012).…”

“…Vrečko and Mulej (2012) affirmed in their investigation that comparatively few scientists are engaged with the strategic crisis, as these usually are based on the definition of Krystek (1987). Krystek (1987), as pointed, differentiated in operative (it refers to business crises) and strategic, and gave the following interpretation: The strategic crisis is defined as mistakes in the finding out, identification, and prognostication of changes in the environment, which have direct or indirect influence on the future activities and the competitiveness of the business systems based on the incorrect determination of their strategic direction and its carrying out.…”

Resolving Companies in Crisis: Agile Crisis Project Management

“…These characteristic movements, called business cycles, occur in all market economies (Samuelson & Nordhaus, 2002). Furthermore, companies in the so-called transition countries experience additional changes linked to the adaptation to the requirements of the market economy ( Irsova & Havranek, 2011;Wade, 2011;Iwasaki & Suzuki, 2012;Vrečko & Mulej, 2012). Conditions in the business environment will continue to aggravate in the future and will change with a dynamic similar to the one we faced in the last decade (Siemens, 2004;Capgemini, 2013;Nemec-Pečjak, 2013;Hill, Schilling, & Jones, 2017).…”

“…A company crisis has different manifestations (phases) and can be, as a rule, registered with a drop in the value of individual economic indicators of the effectiveness and efficiency of operations. Because the crisis can be measured, it becomes visible and is defined as manifested or acute crisis (Dubrovski, 2011;Vrečko & Mulej, 2012). It typically leads to the loss of mutual trust between company management and internal and external stakeholders.…”

“…Some have focused on the identification and analysis of the symptoms and causes of a company crisis to make proposals for its solution, while stressing the role and importance of crisis management (Dubrovski, 2011;Slatter & Lovett, 1999). Other researchers have highlighted the role of project management and the use of traditional project approach when implementing planned measures of the restructuring and/or renewal process ( Cleland & Ireland, 2006;Kovač, 2009;Vrečko & Mulej, 2012). Yet the project approach is not meant to be the development and management of one specific project aimed to resolve crisis, but as a series of projects managed individually and as a portfolio in a way to successfully resolve the crisis.…”