Proactive management in the power industry: Tool support

Gitelman, L. D.; Gavrilova, T. B.; Gitelman, L. M.; Kozhevnikov, Mikhail

doi:10.2495/sdp-v12-n8-1359-1369

Cited by 11 publications

(5 citation statements)

References 20 publications

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“…Solving the management issue of weak signals requires a well-established surveillance system sensitive to warning information (Fig. 4); managers and staff should be prepared to embrace changes and take risk in solving new problems [26]. The problem of understanding the information contained in the signal is the most serious challenge of processing weak signals.…”

Section: Proactive Management Model With the Account Of Weak Signalsmentioning

confidence: 99%

Strategic intelligence of an organization amid uncertainty

Gitelman¹,

Kozhevnikov²,

Chebotareva³

2021

Int. J. EQ

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The paper deals with the formation and development of strategic intelligence, a fundamentally new management mechanism in organizations that provides information and analytical support for making anticipatory decisions and the company's preparedness for unpredictable challenges of the future. The paper systematizes academic approaches in terms of distinctive features and classification criteria of strategic intelligence, formulates its key objectives in the course of digital transformation, and gives the criteria for assessing its level in companies. It is shown that the establishment of strategic intelligence requires the introduction of specialized management systems, such as anticipatory management, and the formation of relevant competencies based on anticipatory learning. An anticipatory management model is proposed that takes into account weak signals for timely and adequate response to emerging threats. The power engineering industry has been used as an example for demonstrating the given model's capabilities to create standard algorithms for making anticipatory decisions in difficult situations. The paper also defines the role of strategic intelligence in the process of digital transformation and the transformation of organizations into self-learning ones.

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Section: Proactive Management Model With the Account Of Weak Signalsmentioning

confidence: 99%

Strategic intelligence of an organization amid uncertainty

Gitelman¹,

Kozhevnikov²,

Chebotareva³

2021

Int. J. EQ

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“…All the challenges present at the global level, as well as the possible threats generated by certain organizational changes, the increasing number of tasks that can no longer be fulfilled only on the basis of knowledge and experience, demand the emergence of a new type of management -proactive management (Gitelman, Gavrilova, Gitelman, & Kozhevnikov, 2017). Proactive management involves the creation of a new system for identifying opportunities and threats early.…”

Section: Proactive Managementmentioning

confidence: 99%

New decision systems in the VUCA world

Minciu

Berar

Dobrea

2020

Management &Amp; Marketing. Challenges for the Knowledge Society

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AbstractIn a turbulent economic environment, marked by multiple challenges and changes at every step, organizations must adapt their management system, in order to maintain or even increase their productivity, as well as their competitive advantage. All the activities carried out within an organization are based on a series of managerial decisions, dependent on each other, by which the objectives and the modalities of action are determined, ensuring the economic-financial balance. Frequently, the activities carried out within an organization are changing, as the circumstances and characteristics of the business environment increasingly suffers transformations, thus it is necessary that the decision-making processes be updated. Therefore, the employees of the companies must be prepared to organize their activity in a volatile, uncertain, complex and ambiguous world - the VUCA world. Above the decision environment, are manifested a series of indirect and direct influences (interdependent variables, constraints and limit situations) that affect the result of the decisions adopted within the different levels of management in organizations. Thus, the present paper aims to determine and investigate the factors that influence the characteristics of the decision situations, regardless of the type of decisions adopted within an organization. The present study consists in analyzing the results obtained after applying an online questionnaire to researchers from Doctoral Schools and students of Project Management, from the Bucharest University of Economic Studies, who work in different areas of activity. After the statistical processing of the results obtained regarding the decision systems in the VUCA world, this paper aims to highlight the most important changes that occur in decision-making processes representing a key element for organizations in which managers have to make decisions on a daily basis, in order to ensure the economic performance, despite all the disruptions that occur.

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“…Proactive management seeks to address in advance the challenges and threats generated by external instability and identify emerging opportunities as a result of monitoring technological trends, observing weak signals and structuring complex priorities [26]. The target function of proactive management is to prepare management for unexpected changes and planned innovations (from 5 to 10-15 years ahead), including research and development (R&D), human capital development, the introduction of flexible organizational structures, and building a creative corporate environment.…”

Section: The Conceptual Apparatusmentioning

confidence: 99%

Advance Management Education for Power-Engineering and Industry of the Future

2019

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The objectives of this study are to substantiate the principles of advance education and the requirements for the new generation of educational programs aimed at developing competences for the design, manufacture, operation and maintenance of complex industrial systems integrated into intellectual production, environments, and robotic systems. The study included formulating a hypothesis, refining the conceptual framework, creating the necessary empirical base, reviewing the cases of world leading universities, and presenting and substantiating the main features of advance management education that meet the current challenges. A flexible modular architecture of the educational process was developed which allows making timely adjustments to the content and teaching methods to include new knowledge. The experience of testing the results obtained in consulting practice, in teaching master's degree students at Ural Federal University (Russia) and in educational projects for leaders and breakthrough teams of large energy corporations is described. The academic novelty of the results lies in the comprehensive examination of the issue of advance education, the conditions and the tools for its implementation within the framework of the proactive management methodology developed by the authors for sustainable business development in a revolutionary and changing industrial landscape.

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Proactive management in the power industry: Tool support

Cited by 11 publications

References 20 publications

Strategic intelligence of an organization amid uncertainty

Strategic intelligence of an organization amid uncertainty

New decision systems in the VUCA world

Advance Management Education for Power-Engineering and Industry of the Future

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