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RESEARCH CENTRE FOR INDUSTRIAL DEVELOPMENT PROBLEMS of NAS of Ukraine (KHARKIV, UKRAINE)

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Liburkina L. M.

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Reactive and Proactive Approaches to Strategy Implementation Control: The Theoretical and Methodological Aspect
Neskorodev S. M.

Neskorodev, Semyon M. (2026) “Reactive and Proactive Approaches to Strategy Implementation Control: The Theoretical and Methodological Aspect.” Business Inform 5:751–751.

Section: Management and Marketing

Article is written in Ukrainian
Downloads/views: 0

UDC 338.242.4:005.52

Abstract:
The relevance of the problem is determined by the increasing turbulence of the business environment, which significantly shortens the time horizon during which deviations in strategy implementation can be detected and corrected, the spread of agile management approaches, which highlights the need to rethink traditional models of strategic control, as well as the absence of a holistic conceptual model of the strategic control system that would combine classical and modern tools. The aim of the article is to conduct a comparative analysis of reactive and proactive approaches to controlling the implementation of enterprise strategy, to substantiate their substantive differentiation, to identify their advantages, limitations, and conditions for efficient application in the strategic management system. Methods of system analysis, comparative analysis, synthesis, and the method of typical examples were used. The essence of strategic control in the enterprise strategic management system was studied and its structural components were characterized. Based on the results of the study, a comparative analysis of the reactive approach (MBO) and the proactive approach (BSC and OKR) to controlling strategy implementation was carried out according to the criteria of time horizon, type of indicators, frequency of control, and nature of managerial response. It was found that reactive and proactive control are not alternatives but perform qualitatively different managerial functions: the reactive loop provides final evaluation and organizational learning, while the proactive loop ensures continuous monitoring of implementation progress and minimal time lag in responding to deviations. It was proved that within the structure of the proactive loop, it is advisable to distinguish two sub-loops: strategic (BSC, annual horizon) and tactical (OKR, quarterly horizon with weekly check-ins). A conceptual model of an integrated dual-loop enterprise strategic control system (MBO – BSC – OKR) was substantiated. A three-level architecture of strategic control was proposed: MBO – for annual final evaluation of the correctness of the strategic course; BSC – for ongoing monitoring through leading indicators; OKR – for weekly management of strategy execution in real time.

Keywords: strategic control; strategy implementation; reactive control; proactive control; management by objectives; MBO; balanced scorecard; BSC; OKR.

Tabl.: 4. Bibl.: 17.

Neskorodev Semyon M. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Management, V. N. Karazin Kharkiv National University (4 Svobody Square, Kharkіv, 61022, Ukraine)
Email: [email protected]

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