UK: У статті обґрунтовано можливості оптимізації управлінських процесів підприємства на основі адаптації
інструментів стратегічного аналізу до завдань стратегічного вирівнювання структурних підрозділів. Акцент
зроблено на подоланні розриву між стратегічними цілями підприємства та практикою їх реалізації у внутрішньому управлінні. Запропоновано кейс-орієнтований підхід до використання SWOT- та PESTEL-аналізу, а також
збалансованої системи показників як інструментів внутрішньої управлінської діагностики, координації та контролю. Сформовано концептуальну модель оптимізації управлінських процесів, що забезпечує узгодження зовнішніх факторів, стратегічних пріоритетів і діяльності підрозділів. Практична цінність результатів полягає у
можливості їх застосування для підвищення ефективності організаційної структури та результативності управління підприємством.
EN: In the context of increasing environmental uncertainty and growing complexity of organizational structures,
enterprises face the challenge of ensuring coherence between strategic intentions and internal managerial processes.
Although strategic analysis tools such as SWOT, PESTEL, and the Balanced Scorecard are widely used in strategic
management, their application is often limited to external analysis or corporate-level planning. As a result, internal
managerial processes and interactions between structural units frequently remain fragmented, which reduces the
effectiveness of strategy implementation.
The purpose of this article is to substantiate the possibilities of optimizing managerial processes through the
adaptation of strategic analysis tools to the tasks of strategic alignment of organizational units within a case-oriented
approach. The study focuses on transforming classical strategic methodologies into instruments of internal managerial
diagnostics and coordination rather than treating them solely as analytical frameworks for external positioning.
The research is based on a combination of strategic analysis methods, systemic and process approaches, scientific
abstraction, and conceptual modeling. A generalized conceptual case, not tied to a specific enterprise, is employed to
ensure the universality of the proposed approach and its applicability across different industries. SWOT analysis is
adapted for use at the level of individual organizational units, enabling the identification of managerial strengths,
weaknesses, internal reserves, and potential misalignments. PESTEL analysis is applied as a contextual framework that
translates external environmental factors into internal managerial requirements and constraints, ensuring consistency
between strategic decisions and environmental conditions. The Balanced Scorecard is used as an integrative mechanism that aligns strategic objectives, performance indicators, and responsibility centers across organizational units.
The main results of the study demonstrate that the integrated use of adapted SWOT, PESTEL, and Balanced Scorecard
tools forms a coherent strategic management contour that enhances internal coordination and managerial transparency.
The proposed conceptual model establishes clear linkages between external environmental factors, internal diagnostics
of organizational units, strategic alignment mechanisms, and performance control instruments. This approach reduces
fragmentation of managerial processes, strengthens interdepartmental coordination, and supports the effective
translation of strategic goals into operational activities.
The practical value of the research lies in the possibility of applying the proposed model to optimize managerial
processes and improve strategic alignment without significant increases in managerial costs. The findings may be useful
for managers and decision-makers seeking to enhance organizational coherence and strategic effectiveness. Further
research may focus on empirical testing of the model in different sectors and on exploring the digitalization of strategic
alignment processes within managerial decision-support systems.
