Associate Professor of the Department of Strategic and International Management
EDUCATION AND DEGREES
- Advanced Training Program in Innovative Teaching Methods, Harvard Business School, USA, 2008.
- Candidate of Economic Sciences, St. Petersburg State University of Economics, 1996.
- Postgraduate studies, SPbGUEiF, 1992-1996.
- Specialty "Industry Planning", Industrial and Economic Faculty of the Leningrad Financial and Economic Institute, 1991.
SCIENTIFIC INTERESTS
- Analysis of entrepreneurial activity
- Problems of teaching strategy in business schools.
MAIN PUBLICATIONS (TOTAL - 52)
Textbooks and study guides
- Guidelines for the preparation of an annual term paper on the topic: BUSINESS PLAN for students enrolled in the direction 080200 "Management", ed. O.R. Verkhovskoy, I.V. Oskolkov. - 10th edition, revised: St. Petersburg: Publisher: St. Petersburg State University Press, 2016.
- Strategic management. St. Petersburg: St. Petersburg State University of Economics, 2010 (co-authored with O.P. Savichev).
- Guidelines for the study of the academic discipline "Strategic Management" in the framework of the modular training of St. Petersburg: Publishing House of St. Petersburg State University of Economics, 2006.
- Strategic management in decentralized firms. St. Petersburg: SPbGUEF, 2004 (co-authored with V.M. Arkhipov).
- Entrepreneurial strategies. St. Petersburg: SPbGUEF, 2002 (co-authored with V.M. Arkhipov).
Articles in scientific journals
- Entrepreneurial activity in Russia: results of the project "Global monitoring of entrepreneurship 2006-2016 (co-authored with E.A. Aleksandrova) // Russian Journal of Management. - 2017 - T. 15. - No. 21 - S. 3-26.
- Teaching strategy in business schools: modern challenges (co-authored with Yu.N. Arai, T.N. Klemina) // Bulletin of St. Petersburg. university Ser. Management. - 2017.- Issue. 2. S. 299-321.
- Motivation of entrepreneurial activity: the role of the institutional environment (co-authored with E.A. Aleksandrova) // Bulletin of St. Petersburg. university Ser. Management. - 2016.- Issue. 3. S. 106-138.
- Entrepreneurial intentions in Russia: an empirical analysis (co-authored with E.A. Aleksandrova) // Russian Journal of Management. - 2015 - T. 13. - No. 2 - S. 3-28.
- Entrepreneurial Firms and Job Creation in Russia: Empirical Evidence (co-authored with M.V. Dorokhina).// Russian Journal of Management. - 2013 - T. 11. - No. 1 - S. 19-40.
- Entrepreneurial activity and the potential of entrepreneurship in Russia (based on the materials of the project "Global Entrepreneurship Monitoring, 2006 - 2010"). (co-authored with M.V. Dorokhin) // Bulletin of St. Petersburg. university Ser. Management. - 2011.- Issue. 4. S. 68-99.
- Factors in the Formation of Nascent Entrepreneurship: Features of Russia // Bulletin of St. Petersburg. university Ser. Management. - 2008 - . Issue 3. - S. 32-52.
- Entrepreneurial activity in modern Russia (co-authored with M.V. Dorokhina)// Russian Journal of Management. - 2008. - T. 6. - No. 1.- S. 25-52.
- Firm's Dynamic Capabilities: What do they need to be Capabilities? // Bulletin of St. Petersburg. university Ser. Management. 2006. Issue. 4. S. 183-185.
Study cases
- Russian McDonald`s — Fantasy or Reality: Managing the Growth of the Chaynaya Lozhka Company // Management of Organizational Development: Case Studies from the Collection of GSOM SPbGU / Ed. I.V. Gladkikh. SPb.: Publishing House "Higher School of Management". 2010. P. 11-40 (co-authored with G.V. Shirokova).
- Otis in Russia: the same strategy for different businesses? // Management of the development of an organization: cases from the collection of the GSOM SPbGU / Ed. I.V. Gladkikh. SPb.: Publishing House "Higher School of Management". 2010. P. 307-316 (with V.A. Chaika).
National reports
- «Global monitoring of entrepreneurship. Russia 2016-2017. National report (co-authored by E.A. Alexandrova, K.A. Bogatyreva, M.V. Dorokhina, E.V. Shmeleva) // Institute "Graduate School of Management", St. Petersburg State University, 2017.
- «Global monitoring of entrepreneurship. Russia 2013. National report (co-authored by M.V. Dorohina, A.V. Sergeeva // Institute "Graduate School of Management", St. Petersburg State University, 2014.
- «Global monitoring of entrepreneurship. Russia 2012. National report (co-authored by M.V. Dorohina // Institute "Graduate School of Management", St. Petersburg State University, 2013.
FOREIGN SCIENTIFIC AND METHODOLOGICAL INTERNSHIPS
- Scientific seminars of the Global Entrepreneurship Monitor project (Babson College, USA), 2008, 2009.
- School of Business Haas University of California (Berkeley, USA), 2006.
- Harvard Business School, 2008
AWARDS AND GRANTS
- Letter of thanks from the FBU "Federal Resource Center" for the organization of management training, 2015
- Honorary diploma of the Ministry of Education and Science of the Russian Federation, 2009.
- Letter of thanks from the Government of St. Petersburg for the contribution to the implementation of the Presidential program for the training of managerial personnel for organizations of the national economy of the Russian Federation, 2008.
- Diploma of the Committee on Economic Policy, Industry and Trade for a great contribution to the implementation of the Presidential program for training managerial personnel for organizations of the national economy of the Russian Federation, 2007.
- Grant of the V. Potanin Charitable Foundation, 2002.
OTHER PROFESSIONAL ACTIVITIES
- Head of the Russian team of the international research project "Global Entrepreneurship Monitoring", 2007- .
- Academic director of programs "University of the CEO". Stage 1 and Stage 2. 2017 -
- Academic Director of the Mini MVA-Rosneft program, 2017 -
- Academic Director of the HR Manager program - as a business partner, 2016 -
- Member of the Strategic Management Society, 2010-;
- Head of the Small and Growing Business Management Program (supported by a grant from the Citi Foundation), 2008-2010.
- Program Manager, Project Management for Small and Growing Businesses (supported by a grant from the Citi Foundation), 2010-2011.
- Consulting and educational projects for companies: Sberbank, Klimov, Lenenergo, Russian Railways, PJSC VTB, PJSC Rosneft, Oktyabrskaya Railway, Krylov State Research Center, etc.
Considering the evolution of management systems, it is customary to single out 4 main systems for the development and implementation of strategies, budget planning, which came into practice at the beginning of the 20th century.
This period is characterized by a policy of offering a standard product at the lowest price, which required the ability to produce products at minimal cost. Given the repetition of past events and their predictability, the company's management was required not to plan for the future, but to effectively manage it.
The increase in the pace of change has led to the fact that since the 50s, long-term planning has been used as a management system.
This system was based on the assumption of a gradual development of the environment. This allows extrapolating trends into the future. The planning process includes making forecasts based on past sales and cost data and developing plans for scaling up operations and developing resources.
Most of the popular strategic models during this period emphasized increasing the company's market share. In the 1970s, long-term planning methods based on extrapolation of past trends stopped working in a dynamically developing environment and competition. Changes in the nature of demand, processes of rapid growth and differentiation of consumers, expansion of the range of manufactured products, a decrease in the level of serialization, a change in the role of quality characteristics, an increase in the random nature of fluctuations, the emergence of new more efficient technologies, and an increase in the rate of changes in these technologies.
In this situation, it was necessary to focus the enterprise on the study of consumer needs, the behavior of competitors and preparing them for maneuver in the external environment.
The advent of strategic planning, which focused on the market situation and used the methods of conscious planning of changes based on a strict procedure for their anticipation, regulation and adaptation to the goals of the organization.
In the 1990s, there was a change in views on the possibility of using a cyclic system for building strategies.
Considering the disadvantages of existing strategic planning systems, Minsberg identified:
invariability of the external environment during the period of development of the plan
strategies based on analytical data
this approach is based on a strict formalization of the strategy development process
By the early 1990s, it became clear that the rigid separation of the processes of formulating and implementing strategies was detrimental to organizations.
The globalization of the economy, the rapid development of technology, the qualitative improvement of communications and information systems have led to the need to anticipate possible changes and influence events in the external and internal spheres of the enterprise. In this situation, the formulation and implementation of a strategy is an interactive process.
Strategic management as a system has a number of characteristics:
strategic decisions are significant enough and affect the well-being of the organization
strategic management deals with development issues
when making strategic decisions, the enterprise is considered as an open system oriented to the external environment.
making strategic decisions involves a variety of thought processes
interaction between organization and strategy plays a crucial role
creating a strategy is an ongoing process, the organization must be ready to revise the strategy
a modern strategic management system should make it possible to use the knowledge of individual employees in the interests of the company
the formation of many modern strategies takes place in the context of the globalization of the market for goods, capital, human resources and information
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