THE CHALLENGE OF DELINEATING STRATEGIC AND OPERATIONAL CONTROL LOOPS IN CORPORATE GOVERNANCE SYSTEMS

Abstract

The article analyzes one of the most widespread myths about the methodology similarity of operational-tactical and strategic management formats. The structural and technological separation of operational and strategic frameworks in management allows for a much clearer understanding of strategic management (SM) specifics, its uniqueness, and at the same time, the scale of challenges in integrating these two different management formats at the corporate level. The latter is directly related to the creation of an SM system, which includes two key functions: making strategic decisions and their implementation. The methodological foundation of this technology, based on context-oriented approaches (CO approaches) and the associated contextual thinking of the management subject (MS), has been the focus of analysis in this article. It is shown that the competency of contextual thinking becomes central to the development of strategic thinking among corporate managers, forming a significant component of the MS's internal resource, which determines their long-term achievements. The task of generating a flow of strategically significant events for SM purposes served as the basis for introducing the concept of “Personal Future Experience” as the second (alongside contextual thinking) key component of strategic thinking for the MS. The development and accumulation of “Personal Future Experience” for a Strategist can be viewed as a measure of his/her productivity in SM processes. Following the article’s logic, the definitions and distinctions of strategic and operational resourcefulness are also formulated, that allows to define more correct and clearer the conditions of viability and effective integration of the two frameworks in a corporate management system. Overall, the research results presented in the article give an opportunity to determine more preciselybetween the operational and strategic components of corporate governance, enriching the strategic paradigm by using CO-approaches. A special section in the article is devoted to the subjectivity of the management system (MS) as its inherent nature. This is followed by a reinterpretation of the observability of strategically important processes and an expansion of the requirements for the competencies and skills of a strategist in distinguishing current changes due to changes in the contextual strategic field. As a result, there are also special requirements for the clarity of the operation of the strategic control subsystem, aimed at the correct interpretation of the underlying driving forces that determine the dynamics of the managed object (MO). The role of the fractality principle in constructing a strategic scenario in context-oriented (CO) approaches has been formulated and investigated. Thus, a new class of “spiral” strategies has been introduced for consideration, possessing unique qualities in formatting the target reality.