Synergy of strategic development of organizations

Abstract

The implementation of strategically significant decisions aimed at the development of the organization is usually accompanied by the manifestation of synergistic effects based on the combination of the characteristics of the organization and the interaction of development factors. The synergy of the decisions themselves is based on a combination of factors of the external and internal environment of the organization, which ensures the filling of the content of the strategy in the form of such subsystems as strategically significant projects and development programs, as well as the formation of functional strategies of the organization. The implementation of the noted subsystems of the strategy is accompanied by the manifestation of synergy, ensuring the growth of the competitive advantage of the organization. However, an even greater synergistic effect is achieved in the case when the synergy of individual projects allows to increase the synergy of other projects. Mutual enhancement of the synergistic effects of the above subsystems of the strategy of development of the organization allows to obtain an additional synergistic effect, which can be called second-level synergy or secondary synergy, which provides an additional competitive advantage of the organization.