INTEGRATION OF STRATEGIC AND OPERATIONAL MANAGEMENT: ENSURING PERFORMANCE THROUGH THE ALIGNMENT OF OBJECTIVES AND RESOURCES

Abstract

This article examines the theoretical and analytical foundations of integrating strategic and operational management in the context of a turbulent competitive environment and digital transformation. The relevance of this study stems from the gap between developed strategies and their operational implementation. The aim of the article is to systematize the levels of strategic decisions, reveal the mechanisms for aligning operational strategy with corporate goals, and justify the role of the performance management cycle. To achieve this objective, a set of general scientific methods was employed: systems analysis, the structural-functional method, the method of theoretical generalization, modeling, as well as content analysis of publications by leading foreign authors. The research results include: systematization of a four-level hierarchy of strategic decisions (corporate, business, functional, operational) with a description of the actors, tasks, and tools at each level; identification of resource management strategies (accumulation, reconfiguration, utilization, protection) and justification of their role in shaping the enterprise’s strategic portfolio; determination of the mechanism by which operational strategy influences the design of the operational system through the selection of production type and capacity configuration; clarifying the list of operational priorities (quality, cost, flexibility, lead time, reliability, innovation) along with their metrics and associated strategies; developing a cyclical performance management model that encompasses planning, monitoring, evaluation, development, ranking, and rewards. The conclusions emphasize that the integration of strategic and operational management requires not a mechanical combination of plans, but the construction of a holistic management loop with vertical and horizontal alignment of goals, where operational strategy serves as an framework and the performance management cycle acts as a dynamic adaptation mechanism. The practical value of the article lies in the applicability of the developed provisions to the improvement of KPI systems and balanced scorecards (BSC) at industrial enterprises.