Organizational restructuring what. Organizational restructuring of the enterprise

Modern stage development of Russian enterprises is characterized not only negative phenomena, but also a number of positive changes, the main one of which is the desire of an enterprise or organization to improve its production and economic performance by improving structures and management systems. An enterprise, under the influence of changes in demand for products and services, is faced with the need to radically change its structures and functions. It is important to note that the need for restructuring arises not only among enterprises and companies in an unfavorable state, but also among thriving organizations. The process of complex changes in the way an enterprise operates is called restructuring. In addition, there is reform. Reforming is understood as a change in the principles of an enterprise's activities aimed at their restructuring.

Reorganization is a process of radical change structural components organizations.

That. restructuring is a set of measures to comprehensively bring the operating conditions of organizations in accordance with changed market conditions. Restructuring includes:

1) Improving the structure and functions of management

2) Overcoming the backlog in the technical and economic aspects of the organization’s activities

3) In order to improve financial policy

4) Increasing the competitiveness of the organization

5) Improving the financial and economic activities of the organization.

Legal regulation of enterprise restructuring is carried out using appropriate legal regulation mechanisms. Current legislation There are several mechanisms for implementing restructuring. Restructuring can be voluntary or forced.

Voluntary provides for two directions: reorganization and restructuring, which is provided for by the charter of the enterprise.

Forced - privatization - after determining the privatization mechanism, the labor collective can oblige the authorized body of the owner to carry out restructuring against their will.

Nationalization – the initiator can be the state

Restructuring under bankruptcy law. In this case, the initiators are mainly creditors, and in some cases...

The restructuring provided for by antimonopoly legislation is initiated by the state, represented by the authorized body.

The main subjects are:

1) Owners (shareholders and investors).

2) Creditors of the enterprise - without solving the debt problem, restructuring the enterprise or industries is impossible, since the consent of the creditors is necessary.

3) State.

4) Labor collective.

5) Management team.

Restructuring is a highly effective tool that increases the competitiveness of an enterprise, allowing minimum costs increase competitiveness. Allows you to remove low-performing units, which allows you to increase the efficiency of organizational processes and create strategically effective organizational structures.

Restructuring stages:

1) Pre-investment phase – 30-40 days. Grade external environment. Carrying out comprehensive diagnostics of the enterprise. Clarification of the mission and goals of the enterprise. Drawing up a business plan.

2) Investment phase – 150 – 300 days. Planning a restructuring project. Compilation calendar plan project, project budget. Bidding for restructuring. A team of specialists who will participate in the restructuring. Development of documentation and preparation for the launch of the project. Choosing the method to be used for restructuring. Determining the degree of centralization and decentralization of the management process. Enterprise management structure and organizational and distribution document. Implementation of a restructuring project. Restructuring the management system, creating new divisions.

3) Operational phase of the project and its completion - 3 months - analysis of the result, comparison with the plan, making changes. Change management. Completion of the project.

The process of preparing for restructuring begins from the moment when the specialists of this organization realized that this organization was functioning ineffectively. Indicators of this may include bankruptcy, a desire to expand or diversify, downward trends or volumes of work, increased demands, increased overhead costs, or deteriorating conditions. As part of enterprise diagnostics, the following types of analysis are carried out:

1) Situational analysis of the enterprise.

Determining the situation in which a given enterprise is located - determining the place occupied by the enterprise in the general economic space, identifying the main factors that negatively impact the enterprise, identifying the organization’s consolidated actions.

Situation analysis includes.

• Why bother restructuring a company?
• Which restructuring method to choose
• How to avoid common mistakes

Under company restructuring managers understand different things: from optimization organizational structure to the management of non-core assets. In this article I will try to clarify the goals and methods of restructuring and talk about common misconceptions and mistakes of managers.

When to resort to restructuring a company

The main goal of company restructuring is to bring the business system into a state that meets the owner’s demands. The difficulty is that owners often find it difficult to give a clear definition of their aspirations and in 99% of cases they want “a big green button - press and it’s done!”

Evgeniy Demin, General Director and owner of SPLAT, shared with us the secrets of promoting the company, even if the market is busy.

Also in the article you will find 4 key competencies of the company that need to be adopted.

Since each case is unique, the range of goals and objectives that restructuring programs are designed to solve is, accordingly, enormous. However, there are also constant challenges. For example, obtaining a financial and economic result. It could also be the bankruptcy of an asset to write off debts and tax burden (the simplest), and increasing the transparency of the company to increase investment attractiveness(the most sophisticated). The owners and management formulate such financial and economic tasks quite confidently. To achieve them, consultants and in-house specialists almost always offer clear solutions, usually involving only partial restructuring. Full-scale restructuring is resorted to when simple operational decisions do not suit the owner.

All methods of company restructuring can be divided into two groups:

• aimed at transforming business infrastructure (asset structure, ownership and property management systems);
• aimed at changing the management system (structure of work, divisions, responsibilities, powers, competencies, etc.).

The division is conditional, since the results can intersect, complement and even contradict each other. Each method has its own limitations, which I propose to talk about in more detail.

Changing business infrastructure

Restructuring methods aimed at changing the business infrastructure are among the most difficult to implement. Contrary to popular belief, achieving the target state of business infrastructure is possible not only through M&A transactions (mergers and acquisitions) or changing the ownership structure. The same goal can be achieved by concluding strategic alliances and resorting to outsourcing (see. table 1). These methods have significant limitations that make them difficult to apply in Russia's dynamic economy. Here are the main ones:

1. Shortage of qualified lawyers for corporate and tax law(Russian and international).
2. Lack of legislative regulation: lack of sufficient legislative framework, law enforcement practices, socially recognized mechanisms for implementing existing laws.
3. Criminalization of the economy.
4. Inability and fear to cooperate. In Russia, as in any country with a young market economy, the entrepreneurial (entrepreneurial) management style prevails, implying the concentration of powers in one place. There is no talk of any delegation of powers (for example, decision-making, performance of supervisory functions). “Withdraw money from the entire clearing” - this is how one entrepreneur defined his strategy, and the overwhelming majority adhere to the same point of view. In Russia, there is virtually no practice of concluding, observing and conscientiously executing long-term contracts, without which neither mutually beneficial strategic alliances nor effective outsourcing are possible.
5. Small planning horizons. Strategic alliances and outsourcing are at least unprofitable in the short term. The real economic effect from such restructuring methods can be obtained in two to three years, and domestic management is still afraid of the unpredictability of the state, although objectively the macroeconomics of Russia has stabilized. In addition, strategic alliances and outsourcing of non-core activities provide relatively low profitability, which makes them unattractive in the market. Russian market with its rapid growth rate.

Change of control system

With the help of the methods of this group, the principles of management within the company, technologies and methods of carrying out activities are revised. Powers and responsibilities are distributed in a new way, physical (measurable) benchmarks and the remuneration calculation system are revised. Conventionally, three types of methods aimed at changing the management system can be distinguished (see. table 2).

Unlike methods of managing business infrastructure, methods of restructuring management systems require the involvement of third-party consultants. Logically, if staff members had sufficient competencies and skills, then reengineering would not be required; specialists should have already carried out the necessary work themselves.

Disadvantages of indicative methods

The main disadvantage of indicative methods is the danger of excessive formalization. When evaluation criteria are formalized, employees strive to achieve indicators, forgetting about the essence of their activities, even if the indicators contradict business goals. And the point is not that employees stop seeing the forest for the trees, but that the system forces them to do so. I'll bring you real example. The financial and economic services of the largest mining and metallurgical company refused to accept a container ship built abroad because its capacity exceeded the planned one. The contract provided for the passage of ice with a thickness of 1.5 meters at a speed of two knots, and during sea trials the ship confidently made three knots. It would seem, rejoice, the ship is going faster, which means it was designed and built to spare. But the economists, as they say, dug their heels in and refused to accept the ship’s acceptance simply because their economic model floated due to the changed speed of ice passage.

Neglect of operational management. This is the second significant drawback of indicative models, caused by the fact that some employees begin to blindly believe in indicators. I oversaw the development and implementation of a balanced scorecard (BSC) at a leading financial services company. Despite the fact that the method is a strategic management tool, the company's management decided to extend its effect to the work of the entire company. As a result, at the third level of decomposition of indicators, the diagram of connections (formal and weakly formalizable) was something vaguely reminiscent of torn lumps of cotton wool. There were so many of these connections that on an A0 printout (120 by 130 cm), some of them could be identified with great difficulty. They tried to correct the situation with the help of a computing system built on SAP solutions, but this only worsened the situation. SAP offers good solutions, but in in this case the system has become so complicated that the developers themselves no longer understand where they have what.

There is a danger of going too far when establishing an acceptable level of quality. Often, an expert method is used to determine quality criteria (on which statistical data processing for TQM and SixSigma is based). In other words, quality criteria are determined not on the basis of the consumer’s wishes (it’s expensive to find out), but on the basis of the opinion of authoritative production workers (it’s much cheaper to identify them - the experts are our own employees). Often these are people with a Soviet background who set quality standards so high that the costs of achieving them make production ineffective.

Disadvantages of organizational and technological methods

Reengineering is not suitable for all companies. Standardization, “cutting out excess fat,” and an emphasis only on productive operations are good where there are repeatable processes that can be formalized. For example, in industries that use standard technologies and produce mass-produced and long-lived products. Organizational and technological methods have proven themselves well in large manufacturing enterprises with clearly formed markets and suppliers producing standard products. When cutting out the unnecessary, keep in mind that after classical reengineering, more than 70% of companies experience difficulties in growth and development in the medium term (three to five years) time horizon. Classic reengineering is worth carrying out if you are striving for a short-term (one to two years) economic effect, for example, in order to sell a company at a higher price. For small and medium-sized enterprises that survive on flexibility and mobility, rigid formalization is harmful, it 100% deprives them of their ability to survive.

Organizational and technological restructuring provokes staff turnover. Having formalized and standardized its activities, the company ceases to need specialized specialists. From a cost and sustainability perspective production process It is not professionals who are in greater demand, but computers, robots or low-skilled employees who disciplinedly follow regulations. Employees of enterprises going through formalization procedures understand this very well. As a result, staff turnover increases and the efficiency of the system as a whole decreases.

Disadvantages of humanitarian methods

The main disadvantage is high degree social responsibility of the employer. Personnel involved in preparation and decision-making, delving into the goals of the business and considering the company's problems as their own problems, will not forgive the employer for neglecting their needs. This will be regarded as nothing less than betrayal. On the other hand, excessive social responsibility of the company and soft-spoken management can lead to passivity of personnel and social dependency.

Humanitarian methods require those who apply them to have high qualifications and iron will. Let me give you an example. In one of manufacturing companies there was a personnel problem, not even a problem, but a catastrophe. People were absolutely not interested in their work. In the spring, workers quit and went to plant potatoes, and in the fall, after harvesting, they returned to the enterprise. The owner of the plant categorically refused to increase the wage fund and regularly changed General Directors plant for the failure of summer planned targets. A simple and very nice solution: employees of all four workshops of the plant received a new uniform, and each workshop had its own color. It was strictly forbidden to wear other clothes on the territory. The exceptions were management, guests (necessarily wearing white helmets) and employees returning or going to work. A month later, a strict distinction between “friends and foes” began to emerge based on the color of uniforms, and labor discipline. The owner was extremely pleased: even in the city, people began to associate themselves with the plant. The material incentive fund has hardly grown, but the effect has been amazing. Labor collectives They themselves began to get rid of parasites and drunkards, several qualified specialists returned to the plant. By spring, when it was time to issue a new set of workwear, the owner decided not to waste money and canceled the color differentiation of the team. In response, the workers created a united and tough factory union, which by the summer forced the owner to increase prices for work. A year later, the plant returned to its previous deplorable state: careless work, general sloppiness and social dependency, but now the interests of the workers, even the last drunkards, were protected. As a result, the plant was sold to a new owner, who dispersed everyone and set up storage facilities in all four workshops.

Always use common sense

Finally, I would like to note once again that restructuring is not a goal, but a means. Management must have a clear understanding of what it wants to achieve in the end. Restructuring is not so easy: you can take a company to new heights, or you can cause irreparable damage to it. You should not blindly follow any one method, denying others - this can lead to the worst consequences. The main thing in the restructuring process is logic and common sense; everything else is just an aid in this hard and painstaking work.

The current stage of development of Russian enterprises is characterized by a number of positive changes, one of which includes the desire to improve their economic performance by reforming their production and management systems.

An enterprise (from the point of view of a systems approach) is a complex economic and social system that dynamically interacts with the outside world, designed to achieve specific goals, consisting of related and manageable elements, producing a specific product and consuming resources. A model of an enterprise or company, viewed from this angle, is presented in Fig. 3.

Figure 3. Interaction between the external and internal environment of the restructuring project.

In the specialized literature there is no single interpretation of the term restructuring, but the processes of change in organizations in the order of their complexity are considered in the following order: reorganization → reform → restructuring 12.

In Russian economic practice, Lately The concept of “enterprise reform” was widely used, despite the fact that many researchers or practitioners try to interpret the term “reform” in their own way. As a result, various concepts are often confused and a somewhat one-sided interpretation of “reform” is used.

The shift in conceptual emphasis begins with officially issued documents. In particular, in the collection of documents reform is presented as a change in the operating principles of enterprises aimed at their restructuring. The “Model (Approximate) Enterprise Reform Program” talks about achieving the reform goal through enterprise restructuring. At the same time, in the collective monograph “Restructuring of Enterprises and Companies,” based on the official interpretation of the concept of “enterprise reform,” it is concluded that restructuring is the main, and one cannot but agree with, means of enterprise reform. At the same time, the authors further make a remark in favor of restructuring as the main factor of reform - “perhaps this is the only means of reforming an enterprise” 13.

Other authors, in particular V.N. Trenev, V.A. Irikov, S.V. Ildemenov puts together both the concepts of “reform” and “restructuring”. According to these authors, reform refers to the strategy and reorganization of the enterprise, and restructuring mainly refers to changes in the structure of the enterprise and the products it creates. However, we can say with a high degree of confidence that restructuring is far from the only means of reforming an enterprise, and the given gradation of actions corresponding to the above-mentioned concepts is not entirely correct. The closest to the authors of this article are the positions regarding enterprise reform outlined by V.G. Kryzhanovsky.

Giving his concept of enterprise restructuring as a structural reorganization in order to ensure the effective distribution and use of all enterprise resources, which consists in creating a set of responsibility centers on the basis of division, connection, liquidation (transfer) of existing and organization of new structural divisions, merger of other enterprises into the enterprise, acquisition of certain shares in the authorized capital or shares of third-party organizations, V.G. Kryzhanovsky expresses concerns that the vague concept of restructuring given in the “Model Reform Program” leads to confusion with the very concept of “reform” 14.

All enterprises are interested in restructuring - those that have adapted to the market, those that have not yet had time to adapt to it, and those that are still in a difficult financial and economic condition. This is explained by the fact that the transformation of commodity and financial markets has significantly changed the supply and demand for goods and services.

Translated from English, “restructuring” is a restructuring of the structure of something. The Latin word structure (structura) means order, arrangement, structure. If we consider the company as complex system, subject to the influence of external and internal environmental factors, then the term “company restructuring” can be given following definition: company restructuring is a change in the internal structure of the company, its elements that form its business, under the influence of external and internal environmental factors (Fig. 4).

Drawing. 4 External and internal environmental factors affecting the company’s activities.

In the most general sense, restructuring is a transition from one type of structure to another that best suits the operating conditions of the enterprise.

This concept, as a process of complex changes in the methods and conditions of an organization’s functioning in accordance with external market conditions and its development strategy, has come into business use relatively recently. However, even in the era of administrative-planned economy, the processes of reform, reorganization, and changes in the methods of functioning of both individual organizations and entire sectors of the national economy were constantly used.

The spontaneous transformation of domestic enterprises began immediately after the start of economic reforms. But due to the extremely rapid change in business conditions and the unpreparedness of enterprise managers, the latter’s efforts to reform their enterprises were most often unsystematic, which was largely explained by the novelty and unusualness of the situation.

The process of restructuring a business entity involves the implementation of the necessary set of measures of an organizational, production, managerial and financial nature, which occur under the certain influence of external and internal factors 15.

Goals of the restructuring process:

improving the economic and financial performance of the company in the short and long term;

attracting long-term liabilities;

increase in the market value of the company's equity (company shares);

strengthening the competitiveness of products on the market;

expanding existing or conquering new market segments;

avoiding bankruptcy.

Restructuring must be carried out if a synergistic effect is achieved; The company is in a crisis situation and needs financial recovery. The restructuring of a business entity can be divided into three main areas:

restructuring of the organizational structure;

restructuring of enterprise assets, or business diversification;

restructuring of the capital structure, or financial restructuring 16.

The key goal of restructuring is to increase the competitiveness of the enterprise and increase the value of the business as a whole. Business is an initiative, independent, economic activity (entrepreneurship), carried out at the expense of one’s own or borrowed funds at one’s own risk and under one’s own property responsibility, with the main goals of making a profit and developing one’s own business, as well as selling goods, performing work, and providing services. The value of a business as a whole is the value of the entire property complex of a functioning enterprise, including intangible assets.

The assets are:

1) any property of the company: machinery and equipment, buildings, inventories, bank deposits and investments in securities, patents (in Western practice, also business reputation);

2) part of the balance sheet reflecting the tangible and intangible (goodwill) assets of the enterprise, in terms of their composition and placement;

3) the excess of income over expenses in some types of balances (balance of payments, etc.)

The key goal is achieved by providing conditions for increasing the economic efficiency of the enterprise. In essence, the value (capitalization) of an enterprise is determined not by its fixed assets (as most directors believe), but by the profit that it can bring and the market sector (and sales volume) that it can occupy. However, since restructuring is a complex process that affects all aspects of the company’s activities and all management functions, when carrying out restructuring, a number of auxiliary tasks arise, through the solution of which the goal of restructuring is achieved:

capital structure optimization;

optimization of the structure of obligations;

optimization of the asset structure (claims, including accounts receivable, financial investments, unfinished construction and conservation projects, non-core and illiquid assets);

optimization of quantitative and quality composition personnel.

This is achieved through the following actions:

improving the organizational and functional structures and management system of the company in accordance with strategic development goals;

reengineering of business processes and mainly processes of commercial and financial activities in order to improve performance;

rational use of company resources.

Business process reengineering is a set of techniques and methods that a company uses to design a business in accordance with its goals 17 .

The named goals and objectives of restructuring are determined by the fact that the goals of the enterprise are determined by its owners, who have the right (as owners) to demand the desired (target) state from the business system. In addition, there is a universal indicator of business efficiency - its value, the increase of which is an indispensable attribute of successful management, regardless of whether the sale of the enterprise is being considered in the future or not. All other factors, for example, macroeconomic and social, goals of personnel and management, behavior of competitors, goals of partners and suppliers, etc. are not the object of consideration when determining the goals and objectives of restructuring; they determine the choice of a specific strategy for achieving the goals of the business system.

Strategy – determination of long-term development goals of the organization, methods and time for achieving them, as well as a system for assessing (indicators) the degree of implementation of these goals; general course actions of the organization for a certain period; a system of mutually agreed key decisions that are long-term and irreversible and relate to all main areas of the company's activities 18.

Very often there is a confusion of concepts when, for example, the social factor of “personnel goals” begins to determine the goals of restructuring. If hired personnel dictate the goals of restructuring, the owners no longer own anything - the requirements for the business system are developed by completely different people. Therefore, when determining the goals of restructuring, it is necessary to be based only on the goals of the owners.

The current practice of applying “patchwork” restructuring, when changes in functional areas of a business are carried out by disparate attracted experts, leads to local positive results, but they do not have a common logical justification or a central idea of ​​change. That is why “patchwork” solutions, as a rule, do not lead to the expected effect within the entire business system 19.

Also ineffective, from the point of view of an enterprise as part of a business system, is the practice of bottom-up restructuring. Undoubtedly, improving individual works or operations is an important task that should be constantly under the control of enterprise managers. But to carry out significant changes to the entire business system or restructuring “from the bottom up” means subordinating the goals of the business system to the goals of the departments embedded in local decisions, which leads to a loss of focus of the entire business system as a whole.

What is called “restructuring” or “reengineering” must have a cross-cutting, common goal to which all work to change the enterprise must be subordinated. Such a goal must be reflected in all elements of the management system, otherwise the results of the restructuring will be either incomplete, contradictory, or both. To successfully restructure business systems, it is necessary to apply tools and methodologies that allow the development of systematic, comprehensive and consistent solutions 20 .

Enterprise reform is a central and essential element of overall economic reform and restoration of economic growth. If enterprises do not become efficient and profitable, then even a well-designed and actively implemented macroeconomic reform will not lead to successful structural restructuring of the economy. Structural restructuring of the economy is a change in the structure of the economy in relation to changing market conditions. Recent experience, particularly in Russia, shows that failure to implement enterprise reforms exposes governments to intense political and social pressures that can jeopardize overall economic transformation.

Former state-owned enterprises, even after privatization, resist the changes taking place; they can constrain the state budget and delay the reform process. The implementation of the privatization program shows some progress, but a strategy for property reform and enterprise restructuring remains to be determined. Restructuring privatized enterprises has proven difficult, especially in cases where ownership has transferred to management and workers.

There is a general understanding that businesses cannot survive without restructuring. But its successful implementation is a very complex process. Moreover, while there is no positive business environment, there are no incentives for restructuring.

Restructuring is not a unique phenomenon; it occurs not only in Russia; Many Western businesses have faced similar (albeit less acute) problems, especially during periods of significant market change.

The specificity of the Russian Federation is that most enterprises need to be restructured simultaneously with the fundamental changes taking place around them, which have affected all enterprises. For example, in Europe, after the oil crisis of the 70s, most energy-intensive industries (e.g. cement, chemicals, metallurgy and many others) suffered, while other industries remained untouched. In the USA after the agricultural crisis of the 70s and early 80s big problems faced the challenge of many agricultural machinery manufacturers who had lost their target market.

Target market - market segments on which the company focuses its main efforts. The most famous and well-known example is the International Harvester case, where several unsuccessful attempts at restructuring were made (the collapse of the agricultural machinery market was not foreseen, and optimistic management thought that the market would normalize the following year, although the decline continued for several more years) ; competitors cracked down and survived, and the famous International Harvester brand disappeared from the market 21 .

Enterprise restructuring addresses the legacy of inflexible product design, production models, distribution, costing, and problem solving approaches.

Once managers and shareholders agree to the restructuring, they are ready to commit resources to ensure success, and the real work can begin with the following steps:

Conducting a SWOT analysis (identification, analysis and assessment of strengths and weaknesses the company, its opportunities and threats, based on the state of the external environment) or a similar analytical model for collecting information on sales, finance, production, and personnel. Sometimes the diagnosis can be established quickly, sometimes it takes longer if the company is large and deals various types activities and has several production sites, etc. Recommendations are quickly formulated, especially short-term measures that should be implemented immediately.

Short-term actions on sales and market, finance, product design, quality, housekeeping, cost control give results in the short term.

The need for streamlining is caused by the critical situation that has developed at the enterprise, since finance cannot be quickly raised by selling assets or shares, according to the experience of Western companies. However, Russian enterprises have demonstrated that they have significant resources to improve productivity and reduce costs.

Restructuring threatens the status quo. Everyone should understand this: both managers and workers.

Regarding the issue of determining the value of a company, different stakeholders influencing the restructuring process may understand it differently. For example, strategic investors are primarily interested in increasing net cash flows over the long term. Financial investors are interested in an increase in the market price of shares. Venture capitalists seek to increase the company's valuation by the time they sell their stake. Suppliers are interested in maintaining and increasing supplies to a reliable customer. The company's employees are concerned about maintaining jobs and stable wages. The government's goals are to increase tax revenues and solve social issues, etc.

Thus, firstly, it is necessary to take into account the interests of all parties that can have a significant impact on the restructuring process. Secondly, no matter how the various parties understand the value of the company, restructuring aimed at long-term increase in the value of the business is also objectively in the interests of all parties.

Carrying out restructuring involves fundamental changes in the enterprise. Such changes have been and remain a source of stress. It turned out that resistance to change increases during the restructuring process. Even if managers and shareholders want to restructure, they face difficult challenges that sometimes require profound changes in outlook 22 .

Restructuring threatens the status quo of an enterprise because it requires change from everyone. There is a need for very deep cooperation between the various participants in the restructuring to relieve tension and avoid misunderstandings. Explanations are necessary not only at the management level, but also at the worker level, for example, to explain the background to changes in the organization of production in order to increase productivity, to introduce a process of continuous quality control that would not be limited to the rejection of defective products. Since most enterprises have excess work force, plans for the necessary reductions should be discussed not only with the employees of the enterprise, but also with local authorities (district, regional). This is especially true when a business needs to dispose of labor assets and services and transfer them to local authorities.

Restructuring issues can be exacerbated by existing forms of privatization, when management and workers own a large part of the enterprise, which is the case in many enterprises in Russia. In this case, the decision-making process is complex: thanks to privatization, the role of the company manager has increased; workers have little to say to him (despite their status as shareholders). The chances of success in restructuring such enterprises largely depend on the managers, who need to recognize that a difficult process that may reduce their power may result in a better economic position for the enterprise (and therefore future higher earnings for managers). Workers must also understand that in the event that they no longer work for the enterprise, the benefits of restructuring will pay dividends for them in the future as shareholders.

Thus, the key to successful restructuring is to motivate change and organize joint work groups and employees of the enterprise. This is common feature all positive examples of enterprise restructuring in Russia.

Chapter 1 Conclusions

Summing up the consideration of the theoretical foundations of managing a company restructuring project, we can draw the following conclusions:

1. Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.

2. The category “project” is defined as a unique set of coordinated actions (works) with defined start and end points, undertaken by an individual or organization to achieve certain goals with established deadlines, costs and performance parameters.

3. The process of restructuring a business entity involves the implementation of the necessary set of measures of an organizational, production, managerial and financial nature, which occur under the certain influence of external and internal factors.

4. The key to successful restructuring is the motivation of change and the organization of joint working groups and employees of the enterprise. This is a common feature of all positive examples of enterprise restructuring in Russia.

One of the real ways for an enterprise to overcome the crisis is restructuring, i.e. changes in the technological, production, general economic and organizational structures of the enterprise. The purpose of restructuring is to implement a set of measures to overcome unprofitability and achieve normal, sustainable functioning of the enterprise in accordance with the chosen strategy: increasing production efficiency, management, competitiveness of products, increasing labor productivity, improving financial and economic results. Those. anti-crisis management involves restructuring the production, management and financial spheres of the enterprise.

The concept of restructuring should be distinguished from such concepts as reform and reorganization.

Reform - bringing the status and economic relations into conformity with the new Civil Code of the Russian Federation, adapting them to the market.

The need for reform is caused by the following reasons:

Replaced social order in the country, the planned economy has been replaced by a market economy; reforms are necessary to create enterprises that respond to market signals and are competitive in the market instead of enterprises adapted to fulfilling planned targets.

Ownership and organizational legal forms have changed legal entities; enterprises became mostly private and joint-stock companies by Government Decree or Presidential Decree. Reform is necessary to create conditions for the transfer of ownership to more efficient owners and to give them the opportunity to dispose of their property.

The legal basis for reform is defined in the Civil Code of the Russian Federation, laws and regulations of the Government of the Russian Federation. Thus, the reform of enterprises is due to a change in the social and economic system.

Reorganization is a change in the structure and status of an enterprise.

There are quite a large number of reorganization options. The most commonly used are:

Joining strong farms;

Merger of two enterprises;

Dividing a large agricultural enterprise into smaller ones (due to their reduction, their manageability and employee interest increase).

Separation of a structural unit from an enterprise.

Transformation. (integration with enterprises from other industries)

The choice of option depends on the state of a particular enterprise, its goals and objectives at the time the decision is made.

Mergers and accessions may require prior approval from federal and territorial antimonopoly authorities. Reorganization of any legal entity (except for JSC) requires a unanimous decision of all its participants.

The fate of the property during the division or separation of a legal entity is decided in the transfer deed and the separation balance sheet. These documents determine the scope of rights and obligations of the legal entities being formed. The property is transferred according to the separation balance sheet with all assets and liabilities, including profits and losses.

Ways of restructuring:

Reorganization;

Restructuring without signs of reorganization;

Very often, restructuring is carried out in combination.

The need for restructuring is caused by:

A) problems of survival - many large agricultural enterprises in the country are on the verge of collapse;

B) increasing the efficiency of work in conditions of: - the developing uncontrollability of the enterprise due to its expansion - “big business syndrome”; - prospects for decreased profitability; - competition. The possibility of restructuring depends on large quantity a variety of factors: - timeliness of implementation, that is, carried out when it is not too late;- correct choice of restructuring path; - availability or possibility of recruiting and training the necessary personnel within an acceptable time frame; - availability or possibility of borrowing Money and etc.

Restructuring without signs of reorganization can be carried out by a legal entity by creating new legal entities (without a separation procedure) to perform certain functions. The organizational and legal form of the new legal entity being created must correspond to the goals and objectives of the creation and ensure the most effective performance of its assigned functions. It can be a subsidiary, dependent or independent company or partnership, if there are levers of management of the latter in addition to the share in the authorized capital. With such restructuring, many reorganization problems are minimized or completely eliminated. In addition to the creation of a new legal entity, restructuring can be carried out through the acquisition (determining participation) of an existing “foreign” enterprise, which is specialized or quite easily re-specialized to the needs of the purchasing enterprise.

Difficulties with such restructuring compared to the above forms of reorganization: when creating a new legal entity, there is a high probability of error in forecasting the effectiveness of its work (much is created anew); during acquisition (purchase) - struggle with possible opposition from competing buyers, high cost of purchase.

The choice of one or another restructuring path depends on specific conditions and preference should be given to the option whose implementation requires the least cost, is the most realistic, less risky per unit of effect, that is, the risk should coincide with the expected effect.

Basic principles of restructuring.

Compliance with the basic principles of restructuring is a necessary condition for its successful implementation.

1. Does the manager realize that his enterprise needs to be restructured - this is the leading role of the manager in carrying out restructuring.

2. In order to correctly determine the causes and diagnose the problem, you must first make a comprehensive and in-depth analysis of the problems. 3. Having established the causes and diagnosis, a strategy and program of action can be reasonably developed.

4. In the course of carrying out the planned programs, it is necessary to adhere to the principle of validity and consistency.

The restructuring should be led by the manager (owner) himself, not to withdraw himself from the restructuring process, not to take the position of an outside observer criticizing decisions made during the development of measures, but to actively participate in the “process.”Thus, restructuring is a comprehensive transformation of organizations in order to ensure their competitiveness.

Restructuring of an industrial enterprise

Development of a program for restructuring and development of the enterprise.

Questions to study:

General approaches to reforming and restructuring an industrial enterprise

Experience in reforming and restructuring Russian enterprises.

Organization of enterprise restructuring.

1.1 General approaches to reform and restructuring

industrial enterprise

General approaches to enterprise restructuring

Reforming a particular enterprise is the most important condition for maintaining its competitiveness and viability during economic transformation and can be successfully carried out by the owner only if there is an economic environment that contributes to this. At the same time, the success of restructuring a particular enterprise depends, first of all, on the content of the reforms being carried out and the pace of changes in the economic system, taking into account the implementation of denationalization and privatization of state-owned enterprises. Creating conditions for free competition between enterprises of different forms of ownership will make it possible to quickly identify ineffective and unprofitable enterprises in the new conditions. In turn, the success of ongoing reforms in the economy and the stabilization of the country's socio-economic system are determined today by the success of enterprise restructuring.

The purpose of restructuring an enterprise during economic transformation is to ensure its sustainable and profitable operation by adapting the internal variables of the enterprise to changes in external operating factors determined by new economic, political and other conditions independent of the enterprise. The objects of restructuring at an enterprise can be: its organizational and legal structure, management system, marketing activities, enterprise property, production, personnel, finance.

The fundamental and mandatory internal elements of reforming an enterprise are: improving the management of its activities and restructuring its core activities (i.e., creating a new organizational structure, taking into account clarification and/or changes in the main directions of a particular business). Two possible basic options for the relationship of these elements when reforming enterprises are shown in Fig. 15.1

Determining the goals and objectives of the enterprise, forming its organizational and legal structure, changing the business and main (functional) areas of activity, as well as improving the management of the enterprise in the process of its reform during the transformation of the economy of the Republic of Belarus have a strategic orientation towards ensuring competitiveness and developing exports, which is aimed at ensuring the effective operation of the enterprise in the current operating conditions.

Considering the problem of restructuring an industrial enterprise, it is appropriate to compare the relationship between a musical melody and notes: you must first master musical notation and only after that can you write and perform a melody. In this comparison, enterprise reform and restructuring are complex pieces of music.

Good management is like a professional performance of a musical melody, the notes of which are the basic methods, functions and mechanisms of management.

The state of domestic technological and management literacy (in relation to market conditions and the current level of technology) can be estimated on average as follows:

by level of technology in the production sector taking into account the introduction of resource-saving technologies, the lag in most cases can reach up to 30-40 years,

by level of organizational and managerial consciousness and technology– the main achievements of modern management (60-90s) are essentially not implemented.

The vast majority of domestic enterprises will have to make a huge technological and managerial leap. They will have to do this on their own and in conditions of extremely limited resources. To this must be added the problems of financial recovery and rehabilitation of the majority of domestic enterprises.

To get out of the crisis (pre-crisis) state and become competitive, our enterprises need to carry out a global two-pronged modernization of production and management.

It is possible to restructure an enterprise without affecting the management system. Such experience took place in domestic (Soviet) history and in the Republic of Belarus. It is also possible to restructure the management system without restructuring the enterprise, which happened in Russia after 1991. As a result, major imbalances have occurred, the consequences of which will be felt for a long time. An example of such a imbalance (including in the Republic of Belarus) is the renewal of self-supporting schemes, which many Russian and Belarusian enterprises have limited themselves to. The independence that fell on enterprises as a result of “naked” cost accounting did not benefit them. This led to the forced restoration of strict centralization, which also does not help with mass non-payments. Real actions of enterprises to modernize production are blocked by ineffective management.

To achieve a positive result when reforming an enterprise, restructuring must be carried out simultaneously with the restructuring of the entire management system.

It must be kept in mind that new technology is always more productive, but also more expensive than the old one. To recoup the costs of its implementation, it is necessary to achieve more productive work of people and equipment compared to the existing one.

Enterprises that have mastered new technologies show that successful reform can be achieved in any scenario, but it is imperative to solve both problems: restructuring activities and improving management.

1.2 Experience of reform and restructuring

Russian enterprises

As examples, we can consider the reform of the Shatura Furniture Factory and the Cheboksary Electronics and Mechanics Plant (ZE and M) 28.

Experience in restructuring the Shatura furniture plant

The initial period of reform was associated with the work of management and external consultants to determine the directions of reform and the restructuring program.

While the consultants “cleared their brains” and trained management, the problems of restructuring and improving management remained, the plant continued to operate as before, including:

Separate productions continued to function, some of which formed the technological chain of the main activity of the enterprise, and some remained outside the main goals of the plant and did not fit into its specific (effective) business;

financial activities did not contribute to the efficient operation of the plant (weak accounting, lack of strict control of accounts receivable, no generally understandable reports for senior management, everyone speaks their own “language”);

marketing activities were replaced by the usual sales department, which was in a privileged position. The core product remained unchanged for almost 10 years;

there was a surplus of personnel, but few people with economic thinking;

The plant’s business plan, developed in 1994, showed a lack of the necessary cash flow; on the recommendation of consultants, it was necessary to look for an investor.

A large list of issues requiring consideration has raised the main problem: the need to establish priorities for their solution when restructuring and improving enterprise management.

Determining who and what is in charge (and most importantly changing the prevailing idea about this) turned out to be very difficult, although the management of the plant tried to follow the advice of consultants who identified 4 blocks of priority reforms: a) marketing (organization of marketing activities), b) new product, c) finance, d) management structure (its improvement).

If we evaluate all the events that took place from the standpoint of the result obtained, then a chance for survival was given by a system of measures that the general director of the plant called “a cushion for restructuring.” In the consultants' report, these activities were included in the finance block. The measures included cost reduction as one of the main means of anti-crisis measures. In 1996, a dozen orders were issued to reduce costs. The greatest effect was achieved by measures to reduce heat and electricity consumption (installation of separate energy consumption meters, installation of capacitors, introduction of a computer system for departmental accounting of electricity consumption, transfer of energy-intensive industries to a second shift, and others). This resulted in cost savings of about 20%. The main result of the measures taken at this stage was the transition to performance management, for which it was necessary to introduce an accounting system in production.

The supply system has become a major source of cost reduction. After assessing the influence of each item of materials on the formation of costs, it turned out that only 40 of them form 75-80% of costs. These items became the subject of further detailed analysis and close attention of the supply department during their purchases and deliveries, including taking into account prices, terms, conditions and stability of supplies and other issues affecting costs. Already at the first stage of this work in the supply department, planned accounting prices decreased by 7%. Later this work became permanent.

As a result, the ongoing cost reduction measures led to the establishment of complete control over costs and finances in general. This is precisely what has become the main thing in the work of the plant’s financial service since 1995: the methodical implementation of management accounting and the phased introduction of budgeting. When developing and organizing the implementation of a budget that stimulated the growth of the plant’s economic performance indicators, serious difficulties arose in the commercial directorate, which proved the unreality of the sales volume indicators proposed by the financial department for the 1997 budget. Budget analysis showed that a 5% increase in sales volume leads to a 30% increase in profits. To achieve 1990 levels, sales needed to increase by 20% compared to the sales department's proposals.

The actual implementation of the 1997 budget developed as follows: until mid-spring - according to the scenario of the sales department, until mid-summer - the budget with a 5% excess of the sales department's proposals. By the end of the year, the question arose about increasing production volumes.

Simultaneously with the adoption of the budget for 1997 (before its implementation), an investment plan for the plant was developed, including two groups of measures:

measures that significantly affect cost reduction;

activities aimed at expanding the product range and achieving the main strategic goal.

Main conclusions based on the results of the work done during the restructuring of the Shatura Furniture Plant are reduced to the following:

The reform of the plant was carried out in the directions determined by the management of the enterprise taking into account the recommendations of qualified consultants.

Movement in each direction was not in a straight line, but in a spiral, starting with the definition of the main strategic goal (the mission of the enterprise). Initial orientation production activities The plant's goal only to meet the needs of the poor was clarified with the advent of the plant's opportunity to occupy part of the middle class niche in the market. At the same time, the plant’s management used a methodology that took into account the technological level of a particular production and its compliance with the main strategic goal.

During the first round of restructuring, the plant got rid of production facilities that did not correspond to its mission. However, if the creation of a joint venture and the conclusion of profitable lease agreements can cause a sense of pride among the management of the plant, then the separation of business units based on the main production facilities brought only concern.

As a condition for the creation of business units, the management of the plant determined the creation of an effective cost management system both in business units and at the plant as a whole. Additional confidence in the restructuring should have been given by the electronic data processing system, which was formed as the reforms progressed.

A separate round of restructuring was the creation of a company to manage regional sales offices, which allowed the plant to feel confident in the sales sphere.

The experience of transferring quality management from production to sales deserves attention and study. It was the growth in quality that allowed the plant to seriously target the middle class of buyers and make attempts to enter the international market.

Summing up the results of the work done, the plant's management considers its weak point to be the lack of a clear plan of action for restructuring. Such a plan was drawn up by consultants, but management considered it impracticable and, in fact, work in all main areas was carried out without a single clear plan for coordinated actions. Because of this, in the areas of reform outlined with the consultants, the plant’s services have somewhere advanced halfway, in others they have not gone very far, and on financial issues they have gone far ahead, since they felt that this was urgently needed.

Starting point for restructuring became the formulation (clarification) of the enterprise’s mission: “To produce and sell on the Russian market cabinet furniture for home and office, designed for the upper niche of the poor, as well as the lower and middle niches of the middle class; to make these products the best and give the buyer the opportunity to be individual in their choice.” The implementation of the mission required the development of appropriate goals, the achievement of which was associated with the necessary strategic changes in the enterprise.

The main directions of these changes during the restructuring of the plant are reflected in general scheme restructuring shown in Fig. 15.2.

Reform of the Electronics and Mechanics Plant (ZEiM)

Initial goals of plant restructuring: a) increasing the adaptability of the enterprise, since it was clear that the external environment would change faster than the plant; b) changing people’s motivation through changing property relations; c) make the plant more suitable in structure and size for the new environment and products sold.

To achieve the set goals, it was necessary to ensure that internal changes in the enterprise’s activities adequately reflected changes in the external environment and that these processes were synchronized as much as possible.

The restructuring was carried out in stages.

In 1989, one subsidiary was created, in 1990 - 12, then 15 more. In subsequent years, the restructuring process continues, but the pace has slowed significantly.

At the first stage of isolation individual species activities in the form of independent structural divisions, a patronage system for the development of subsidiaries was provided, but without interference in their operational activities (including financial). This led to a result when, during the first five years, up to 8 out of 10 created structural units (individual businesses) survived.

After completing the first stage of survival and establishing a new business (providing the opportunity to survive to everyone who is capable of it) more stringent requirements for survival were put forward on the basis of independent provision of competitiveness according to the principle: non-competitive die.

Phased creation of financial responsibility centers(CFD):

First stage rent.

Second phase transition to transfer prices. The fundamental element of this transition was the price setting procedure: not a directive, but a negotiation process. Initial data is agreed upon monthly between the office and the Central Federal District. Three cost arrays are maintained (normative, actual, prospective).

Third stage internal personal accounts were introduced. A procedure has been introduced where salaries are not paid and materials are not issued if the personal account of the Central Federal District has a negative balance. If for one reason or another there are not enough resources, then lending to the Central Federal District begins, which can go through the center, but not for free. Long-term lending for workshops is being developed. The level of inter-operational (inter-shop) inventories was eliminated at this stage.

Fourth stage Sub-accounts in banks for the Central Federal District were introduced. This provided greater independence for the Central Federal District to take initiative and stimulated work for profit. To control intra-company flows, intra-company audit was introduced. A brief audit of the Central Federal District is carried out monthly, and a full audit twice a year.

Further development of the Central Federal District implementation of budgeting. It became clear that in order to fully assess the state of an enterprise, an analysis of real money flows (cash flow) is necessary, which has become a task for the near future.

Transformation of the Central Federal District from production units to business units. Business units should be organized according to a different principle: by market segment, and not by technology, although the Central Federal District has actually already begun working with the market to increase its efficiency (at the same time, the development of new areas began to occupy more than 30%). In other words, there has been a tendency to move towards a divisional structure. The main concern of the management of the OJSC is the maintenance of central financial institutions, which occupy a central place in the management system.

Training of middle management and staff in general. The key task of this stage was total permanent training of personnel. A special feature of the implementation of this task for management personnel was team training. The solution to the problem includes three main elements: basic education in universities or technical schools; additional business education; in-house education taking into account narrow specialization and specification of knowledge.

1.3 Enterprise restructuring organizations

Any experience is unique and cannot simply be transferred to other enterprises, but everyone should do certain things, just each in their own way.

Typical mistakes during restructuring:

Without providing freedom to units, one cannot try to make them mobile and proactive (for example, they provided freedom structural divisions, but left the finances with the director).

Giving organizational freedom to departments is difficult practical task due to the inability to conduct negotiations related to restructuring.

Example: Satisfying the desire of department heads to manage finances. To find a constructive solution to this issue, a search was carried out jointly (by management and heads of departments) between two extreme options - complete freedom and lack of freedom. All agreements were recorded. The main obstacle to reaching an agreement was the lack of education of management personnel (ignorance of accounting and financial management). This led to the first task - to teach people to imagine their work in financial terms.

Despite significant differences in the initial period of reform of the enterprises in question, their paths practically converged when they began to create an integrated functional management system that preceded divisionalization, i.e. enterprises reached the level of Western companies of the 60s and continued their accelerated movement to the level of the 80s.

The described experience of restructuring two Russian enterprises is important for all reformed domestic enterprises, since these examples show that several decades can be covered in a few years. This gives us confidence that there is a real chance in the near future to reach the level of Western companies of the late 80s and come close to the modern management of the late 90s.

At each stage of reform, the restructuring scenario is filled with specific content.

Stage 1. Study and analysis of known steps of restructuring and regular management. Awareness of basic truths: the activities of an enterprise must be purposeful, money is taken from the sale of products or services, they (money) must be able to count, including for the future.

Stage 2. Decisions are made that lie on the surface:

audit and cost reduction is carried out;

a new product is created and production is restructured to accommodate it;

management accounting provides separate budgeting of products and types of production activities (businesses).

A new vision of the situation is being formed: if at first the product program was compiled solely on the basis of marketing assessments (what is being bought on the market), now decisions are made after the mandatory calculation of costs and income for a specific product, based on the profitability of producing a particular product for the enterprise as a whole. In other words: Marketing is transforming from a tool for market assessment and analysis into a specific management function.

Stage 3. Based on new estimates, primary restructuring is carried out: unnecessary production is reduced and new businesses are developed (created).

Stage 4. The extensive factors of enterprise development have been exhausted; an integrated functional performance management system is needed(productivity taking into account all resources expended): budgeting in full (finance); calculation of costs by product, workshop and region, selection of a cost accounting model (introduction of economic management methods); integrated accounting throughout the enterprise, instead of automating local areas of activity - automation of all functional subsystems interconnected on the basis of modern information technologies and tools.

By the end of the 4th stage, the enterprise reaches the level of organization and management of Western companies of the 60s.

Stage 5. The main production is being restructured, a divisional organizational management structure is being created, program-targeted enterprise management is being implemented, strategic planning and project management methodology are being introduced, and a transition to network logistics in the sales system is being implemented.

This stage can be passed by domestic enterprises in 2-3 years after the implementation of the 4th stage. Upon completion of the 5th stage, the enterprise will reach the management level of the 80s.

Stage 6. Transition to business process reengineering, those. further restructuring of the enterprise and its specific businesses, as well as continuous improvement of management aimed at creating and maintaining competitive advantages, become a way of life. Under these conditions, a company can expect long-term success if it performs as well as its competitors in its target markets.

The last stage of restructuring (reengineering), corresponding to the current state of management of leading Western companies, will practically be implemented at the beginning of the 21st century. The results of its implementation will determine our actual position in the world community and in the world market. After introducing reengineering and creating competitive positions, domestic enterprises will be able to really compete with Western companies, at least in their own market and the Russian market. restructuring industrial enterprises is such a change in its structural..., November 27-28, 2003. Restructuring industrial enterprises using the example of the Volgograd Tractor Plant...