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• What is strategic planning? A 5-step gu ...

What is strategic planning? A 5-step guide

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. In this article, we'll guide you through the strategic planning process, including why it's important, the benefits and best practices, and five steps to get you from beginning to end.

Strategic planning is a process through which business leaders map out their vision for their organization’s growth and how they’re going to get there. The strategic planning process informs your organization’s decisions, growth, and goals.

Strategic planning helps you clearly define your company’s long-term objectives—and maps how your short-term goals and work will help you achieve them. This, in turn, gives you a clear sense of where your organization is going and allows you to ensure your teams are working on projects that make the most impact. Think of it this way—if your goals and objectives are your destination on a map, your strategic plan is your navigation system.

In this article, we walk you through the 5-step strategic planning process and show you how to get started developing your own strategic plan.

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What is strategic planning?

Strategic planning is a business process that helps you define and share the direction your company will take in the next three to five years. During the strategic planning process, stakeholders review and define the organization’s mission and goals, conduct competitive assessments, and identify company goals and objectives. The product of the planning cycle is a strategic plan, which is shared throughout the company.

What is a strategic plan?

A strategic plan is the end result of the strategic planning process. At its most basic, it’s a tool used to define your organization’s goals and what actions you’ll take to achieve them.

Typically, your strategic plan should include: 

Your company’s mission statement

Your organizational goals, including your long-term goals and short-term, yearly objectives

Any plan of action, tactics, or approaches you plan to take to meet those goals

What are the benefits of strategic planning?

Strategic planning can help with goal setting and decision-making by allowing you to map out how your company will move toward your organization’s vision and mission statements in the next three to five years. Let’s circle back to our map metaphor. If you think of your company trajectory as a line on a map, a strategic plan can help you better quantify how you’ll get from point A (where you are now) to point B (where you want to be in a few years).

When you create and share a clear strategic plan with your team, you can:

Build a strong organizational culture by clearly defining and aligning on your organization’s mission, vision, and goals.

Align everyone around a shared purpose and ensure all departments and teams are working toward a common objective.

Proactively set objectives to help you get where you want to go and achieve desired outcomes.

Promote a long-term vision for your company rather than focusing primarily on short-term gains.

Ensure resources are allocated around the most high-impact priorities.

Define long-term goals and set shorter-term goals to support them.

Assess your current situation and identify any opportunities—or threats—allowing your organization to mitigate potential risks.

Create a proactive business culture that enables your organization to respond more swiftly to emerging market changes and opportunities.

What are the 5 steps in strategic planning?

The strategic planning process involves a structured methodology that guides the organization from vision to implementation. The strategic planning process starts with assembling a small, dedicated team of key strategic planners—typically five to 10 members—who will form the strategic planning, or management, committee. This team is responsible for gathering crucial information, guiding the development of the plan, and overseeing strategy execution.

Once you’ve established your management committee, you can get to work on the planning process. 

Step 1: Assess your current business strategy and business environment

Before you can define where you’re going, you first need to define where you are. Understanding the external environment, including market trends and competitive landscape, is crucial in the initial assessment phase of strategic planning.

To do this, your management committee should collect a variety of information from additional stakeholders, like employees and customers. In particular, plan to gather:

Relevant industry and market data to inform any market opportunities, as well as any potential upcoming threats in the near future.

Customer insights to understand what your customers want from your company—like product improvements or additional services.

Employee feedback that needs to be addressed—whether about the product, business practices, or the day-to-day company culture.

Consider different types of strategic planning tools and analytical techniques to gather this information, such as:

A balanced scorecard to help you evaluate four major elements of a business: learning and growth, business processes, customer satisfaction, and financial performance.

A SWOT analysis to help you assess both current and future potential for the business (you’ll return to this analysis periodically during the strategic planning process). 

To fill out each letter in the SWOT acronym, your management committee will answer a series of questions:

What does your organization currently do well?

What separates you from your competitors?

What are your most valuable internal resources?

What tangible assets do you have?

What is your biggest strength? 

Weaknesses:

What does your organization do poorly?

What do you currently lack (whether that’s a product, resource, or process)?

What do your competitors do better than you?

What, if any, limitations are holding your organization back?

What processes or products need improvement? 

Opportunities:

What opportunities does your organization have?

How can you leverage your unique company strengths?

Are there any trends that you can take advantage of?

How can you capitalize on marketing or press opportunities?

Is there an emerging need for your product or service? 

What emerging competitors should you keep an eye on?

Are there any weaknesses that expose your organization to risk?

Have you or could you experience negative press that could reduce market share?

Is there a chance of changing customer attitudes towards your company? 

Step 2: Identify your company’s goals and objectives

To begin strategy development, take into account your current position, which is where you are now. Then, draw inspiration from your vision, mission, and current position to identify and define your goals—these are your final destination. 

To develop your strategy, you’re essentially pulling out your compass and asking, “Where are we going next?” “What’s the ideal future state of this company?” This can help you figure out which path you need to take to get there.

During this phase of the planning process, take inspiration from important company documents, such as:

Your mission statement, to understand how you can continue moving towards your organization’s core purpose.

Your vision statement, to clarify how your strategic plan fits into your long-term vision.

Your company values, to guide you towards what matters most towards your company.

Your competitive advantages, to understand what unique benefit you offer to the market.

Your long-term goals, to track where you want to be in five or 10 years.

Your financial forecast and projection, to understand where you expect your financials to be in the next three years, what your expected cash flow is, and what new opportunities you will likely be able to invest in.

Step 3: Develop your strategic plan and determine performance metrics

Now that you understand where you are and where you want to go, it’s time to put pen to paper. Take your current business position and strategy into account, as well as your organization’s goals and objectives, and build out a strategic plan for the next three to five years. Keep in mind that even though you’re creating a long-term plan, parts of your plan should be created or revisited as the quarters and years go on.

As you build your strategic plan, you should define:

Company priorities for the next three to five years, based on your SWOT analysis and strategy.

Yearly objectives for the first year. You don’t need to define your objectives for every year of the strategic plan. As the years go on, create new yearly objectives that connect back to your overall strategic goals . 

Related key results and KPIs. Some of these should be set by the management committee, and some should be set by specific teams that are closer to the work. Make sure your key results and KPIs are measurable and actionable. These KPIs will help you track progress and ensure you’re moving in the right direction.

Budget for the next year or few years. This should be based on your financial forecast as well as your direction. Do you need to spend aggressively to develop your product? Build your team? Make a dent with marketing? Clarify your most important initiatives and how you’ll budget for those.

A high-level project roadmap . A project roadmap is a tool in project management that helps you visualize the timeline of a complex initiative, but you can also create a very high-level project roadmap for your strategic plan. Outline what you expect to be working on in certain quarters or years to make the plan more actionable and understandable.

Step 4: Implement and share your plan

Now it’s time to put your plan into action. Strategy implementation involves clear communication across your entire organization to make sure everyone knows their responsibilities and how to measure the plan’s success. 

Make sure your team (especially senior leadership) has access to the strategic plan, so they can understand how their work contributes to company priorities and the overall strategy map. We recommend sharing your plan in the same tool you use to manage and track work, so you can more easily connect high-level objectives to daily work. If you don’t already, consider using a work management platform .  

A few tips to make sure your plan will be executed without a hitch: 

Communicate clearly to your entire organization throughout the implementation process, to ensure all team members understand the strategic plan and how to implement it effectively. 

Define what “success” looks like by mapping your strategic plan to key performance indicators.

Ensure that the actions outlined in the strategic plan are integrated into the daily operations of the organization, so that every team member's daily activities are aligned with the broader strategic objectives.

Utilize tools and software—like a work management platform—that can aid in implementing and tracking the progress of your plan.

Regularly monitor and share the progress of the strategic plan with the entire organization, to keep everyone informed and reinforce the importance of the plan.

Establish regular check-ins to monitor the progress of your strategic plan and make adjustments as needed. 

Step 5: Revise and restructure as needed

Once you’ve created and implemented your new strategic framework, the final step of the planning process is to monitor and manage your plan.

Remember, your strategic plan isn’t set in stone. You’ll need to revisit and update the plan if your company changes directions or makes new investments. As new market opportunities and threats come up, you’ll likely want to tweak your strategic plan. Make sure to review your plan regularly—meaning quarterly and annually—to ensure it’s still aligned with your organization’s vision and goals.

Keep in mind that your plan won’t last forever, even if you do update it frequently. A successful strategic plan evolves with your company’s long-term goals. When you’ve achieved most of your strategic goals, or if your strategy has evolved significantly since you first made your plan, it might be time to create a new one.

Build a smarter strategic plan with a work management platform

To turn your company strategy into a plan—and ultimately, impact—make sure you’re proactively connecting company objectives to daily work. When you can clarify this connection, you’re giving your team members the context they need to get their best work done. 

A work management platform plays a pivotal role in this process. It acts as a central hub for your strategic plan, ensuring that every task and project is directly tied to your broader company goals. This alignment is crucial for visibility and coordination, allowing team members to see how their individual efforts contribute to the company’s success. 

By leveraging such a platform, you not only streamline workflow and enhance team productivity but also align every action with your strategic objectives—allowing teams to drive greater impact and helping your company move toward goals more effectively. 

Strategic planning FAQs

Still have questions about strategic planning? We have answers.

Why do I need a strategic plan?

A strategic plan is one of many tools you can use to plan and hit your goals. It helps map out strategic objectives and growth metrics that will help your company be successful.

When should I create a strategic plan?

You should aim to create a strategic plan every three to five years, depending on your organization’s growth speed.

Since the point of a strategic plan is to map out your long-term goals and how you’ll get there, you should create a strategic plan when you’ve met most or all of them. You should also create a strategic plan any time you’re going to make a large pivot in your organization’s mission or enter new markets. 

What is a strategic planning template?

A strategic planning template is a tool organizations can use to map out their strategic plan and track progress. Typically, a strategic planning template houses all the components needed to build out a strategic plan, including your company’s vision and mission statements, information from any competitive analyses or SWOT assessments, and relevant KPIs.

What’s the difference between a strategic plan vs. business plan?

A business plan can help you document your strategy as you’re getting started so every team member is on the same page about your core business priorities and goals. This tool can help you document and share your strategy with key investors or stakeholders as you get your business up and running.

You should create a business plan when you’re: 

Just starting your business

Significantly restructuring your business

If your business is already established, you should create a strategic plan instead of a business plan. Even if you’re working at a relatively young company, your strategic plan can build on your business plan to help you move in the right direction. During the strategic planning process, you’ll draw from a lot of the fundamental business elements you built early on to establish your strategy for the next three to five years.

What’s the difference between a strategic plan vs. mission and vision statements?

Your strategic plan, mission statement, and vision statements are all closely connected. In fact, during the strategic planning process, you will take inspiration from your mission and vision statements in order to build out your strategic plan.

Simply put: 

A mission statement summarizes your company’s purpose.

A vision statement broadly explains how you’ll reach your company’s purpose.

A strategic plan pulls in inspiration from your mission and vision statements and outlines what actions you’re going to take to move in the right direction. 

For example, if your company produces pet safety equipment, here’s how your mission statement, vision statement, and strategic plan might shake out:

Mission statement: “To ensure the safety of the world’s animals.” 

Vision statement: “To create pet safety and tracking products that are effortless to use.” 

Your strategic plan would outline the steps you’re going to take in the next few years to bring your company closer to your mission and vision. For example, you develop a new pet tracking smart collar or improve the microchipping experience for pet owners. 

What’s the difference between a strategic plan vs. company objectives?

Company objectives are broad goals. You should set these on a yearly or quarterly basis (if your organization moves quickly). These objectives give your team a clear sense of what you intend to accomplish for a set period of time. 

Your strategic plan is more forward-thinking than your company goals, and it should cover more than one year of work. Think of it this way: your company objectives will move the needle towards your overall strategy—but your strategic plan should be bigger than company objectives because it spans multiple years.

What’s the difference between a strategic plan vs. a business case?

A business case is a document to help you pitch a significant investment or initiative for your company. When you create a business case, you’re outlining why this investment is a good idea, and how this large-scale project will positively impact the business. 

You might end up building business cases for things on your strategic plan’s roadmap—but your strategic plan should be bigger than that. This tool should encompass multiple years of your roadmap, across your entire company—not just one initiative.

What’s the difference between a strategic plan vs. a project plan?

A strategic plan is a company-wide, multi-year plan of what you want to accomplish in the next three to five years and how you plan to accomplish that. A project plan, on the other hand, outlines how you’re going to accomplish a specific project. This project could be one of many initiatives that contribute to a specific company objective which, in turn, is one of many objectives that contribute to your strategic plan. 

What’s the difference between strategic management vs. strategic planning?

A strategic plan is a tool to define where your organization wants to go and what actions you need to take to achieve those goals. Strategic planning is the process of creating a plan in order to hit your strategic objectives.

Strategic management includes the strategic planning process, but also goes beyond it. In addition to planning how you will achieve your big-picture goals, strategic management also helps you organize your resources and figure out the best action plans for success. 

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Essential Guide to the Strategic Planning Process

By Joe Weller | April 3, 2019 (updated March 26, 2024)

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In this article, you’ll learn the basics of the strategic planning process and how a strategic plan guides you to achieving your organizational goals. Plus, find expert insight on getting the most out of your strategic planning.

Included on this page, you'll discover the importance of strategic planning , the steps of the strategic planning process , and the basic sections to include in your strategic plan .

What Is Strategic Planning?

Strategic planning is an organizational activity that aims to achieve a group’s goals. The process helps define a company’s objectives and investigates both internal and external happenings that might influence the organizational path. Strategic planning also helps identify adjustments that you might need to make to reach your goal. Strategic planning became popular in the 1960s because it helped companies set priorities and goals, strengthen operations, and establish agreement among managers about outcomes and results.

Strategic planning can occur over multiple years, and the process can vary in length, as can the final plan itself. Ideally, strategic planning should result in a document, a presentation, or a report that sets out a blueprint for the company’s progress.

By setting priorities, companies help ensure employees are working toward common and defined goals. It also aids in defining the direction an enterprise is heading, efficiently using resources to achieve the organization’s goals and objectives. Based on the plan, managers can make decisions or allocate the resources necessary to pursue the strategy and minimize risks.

Strategic planning strengthens operations by getting input from people with differing opinions and building a consensus about the company’s direction. Along with focusing energy and resources, the strategic planning process allows people to develop a sense of ownership in the product they create.

“Strategic planning is not really one thing. It is really a set of concepts, procedures, tools, techniques, and practices that have to be adapted to specific contexts and purposes,” says Professor John M. Bryson, McKnight Presidential Professor of Planning and Public Affairs at the Hubert H. Humphrey School of Public Affairs, University of Minnesota and author of Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement . “Strategic planning is a prompt to foster strategic thinking, acting, and learning, and they all matter and they are all connected.”

What Strategic Planning Is Not

Strategic planning is not a to-do list for the short or long term — it is the basis of a business, its direction, and how it will get there.

“You have to think very strategically about strategic planning. It is more than just following steps,” Bryson explains. “You have to understand strategic planning is not some kind of magic solution to fixing issues. Don’t have unrealistic expectations.”

Strategic planning is also different from a business plan that focuses on a specific product, service, or program and short-term goals. Rather, strategic planning means looking at the big picture.

While they are related, it is important not to confuse strategic planning with strategic thinking, which is more about imagining and innovating in a way that helps a company. In contrast, strategic planning supports those thoughts and helps you figure out how to make them a reality.

Another part of strategic planning is tactical planning , which involves looking at short-term efforts to achieve longer-term goals.

Lastly, marketing plans are not the same as strategic plans. A marketing plan is more about introducing and delivering a service or product to the public instead of how to grow a business. For more about marketing plans and processes, read this article .

Strategic plans include information about finances, but they are different from financial planning , which involves different processes and people. Financial planning templates can help with that process.

Why Is Strategic Planning Important?

In today’s technological age, strategic plans provide businesses with a path forward. Strategic plans help companies thrive, not just survive — they provide a clear focus, which makes an organization more efficient and effective, thereby increasing productivity.

“You are not going to go very far if you don’t have a strategic plan. You need to be able to show where you are going,” says Stefan Hofmeyer, an experienced strategist and co-founder of Global PMI Partners . He lives in the startup-rich environment of northern California and says he often sees startups fail to get seed money because they do not have a strong plan for what they want to do and how they want to do it.

Getting team members on the same page (in both creating a strategic plan and executing the plan itself) can be beneficial for a company. Planners can find satisfaction in the process and unite around a common vision. In addition, you can build strong teams and bridge gaps between staff and management.

“You have to reach agreement about good ideas,” Bryson says. “A really good strategy has to meet a lot of criteria. It has to be technically workable, administratively feasible, politically acceptable, and legally, morally, and ethically defensible, and that is a pretty tough list.”

By discussing a company’s issues during the planning process, individuals can voice their opinions and provide information necessary to move the organization ahead — a form of problem solving as a group.

Strategic plans also provide a mechanism to measure success and progress toward goals, which keeps employees on the same page and helps them focus on the tasks at hand.

When Is the Time to Do Strategic Planning?

There is no perfect time to perform strategic planning. It depends entirely on the organization and the external environment that surrounds it. However, here are some suggestions about when to plan:

If your industry is changing rapidly

When an organization is launching

At the start of a new year or funding period

In preparation for a major new initiative

If regulations and laws in your industry are or will be changing

“It’s not like you do all of the thinking and planning, and then implement,” Bryson says. “A mistake people make is [believing] the thinking has to precede the acting and the learning.”

Even if you do not re-create the entire planning process often, it is important to periodically check your plan and make sure it is still working. If not, update it.

What Is the Strategic Planning Process?

Strategic planning is a process, and not an easy one. A key is to make sure you allow enough time to complete the process without rushing, but not take so much time that you lose momentum and focus. The process itself can be more important than the final document due to the information that comes out of the discussions with management, as well as lower-level workers.

“There is not one favorite or perfect planning process,” says Jim Stockmal, president of the Association for Strategic Planning (ASP). He explains that new techniques come out constantly, and consultants and experienced planners have their favorites. In an effort to standardize the practice and terms used in strategic planning, ASP has created two certification programs .

Level 1 is the Strategic Planning Professional (SPP) certification. It is designed for early- or mid-career planners who work in strategic planning. Level 2, the Strategic Management Professional (SMP) certification, is geared toward seasoned professionals or those who train others. Stockmal explains that ASP designed the certification programs to add structure to the otherwise amorphous profession.

The strategic planning process varies by the size of the organization and can be formal or informal, but there are constraints. For example, teams of all sizes and goals should build in many points along the way for feedback from key leaders — this helps the process stay on track.

Some elements of the process might have specific start and end points, while others are continuous. For example, there might not be one “aha” moment that suddenly makes things clear. Instead, a series of small moves could slowly shift the organization in the right direction.

“Don’t make it overly complex. Bring all of the stakeholders together for input and feedback,” Stockmal advises. “Always be doing a continuous environmental scan, and don’t be afraid to engage with stakeholders.”

Additionally, knowing your company culture is important. “You need to make it work for your organization,” he says.

There are many different ways to approach the strategic planning process. Below are three popular approaches:

Goals-Based Planning: This approach begins by looking at an organization’s mission and goals. From there, you work toward that mission, implement strategies necessary to achieve those goals, and assign roles and deadlines for reaching certain milestones.

Issues-Based Planning: In this approach, start by looking at issues the company is facing, then decide how to address them and what actions to take.

Organic Planning: This approach is more fluid and begins with defining mission and values, then outlining plans to achieve that vision while sticking to the values.

“The approach to strategic planning needs to be contingent upon the organization, its history, what it’s capable of doing, etc.,” Bryson explains. “There’s such a mistake to think there’s one approach.”

For more information on strategic planning, read about how to write a strategic plan and the different types of models you can use.

Who Participates in the Strategic Planning Process?

For work as crucial as strategic planning, it is necessary to get the right team together and include them from the beginning of the process. Try to include as many stakeholders as you can.

Below are suggestions on who to include:

Senior leadership

Strategic planners

Strategists

People who will be responsible for implementing the plan

People to identify gaps in the plan

Members of the board of directors

“There can be magic to strategic planning, but it’s not in any specific framework or anybody’s 10-step process,” Bryson explains. “The magic is getting key people together, getting them to focus on what’s important, and [getting] them to do something about it. That’s where the magic is.”

Hofmeyer recommends finding people within an organization who are not necessarily current leaders, but may be in the future. “Sometimes they just become obvious. Usually they show themselves to you, you don’t need to look for them. They’re motivated to participate,” he says. These future leaders are the ones who speak up at meetings or on other occasions, who put themselves out there even though it is not part of their job description.

At the beginning of the process, establish guidelines about who will be involved and what will be expected of them. Everyone involved must be willing to cooperate and collaborate. If there is a question about whether or not to include anyone, it is usually better to bring on extra people than to leave someone out, only to discover later they should have been a part of the process all along. Not everyone will be involved the entire time; people will come and go during different phases.

Often, an outside facilitator or consultant can be an asset to a strategic planning committee. It is sometimes difficult for managers and other employees to sit back and discuss what they need to accomplish as a company and how they need to do it without considering other factors. As objective observers, outside help can often offer insight that may escape insiders.

Hofmeyer says sometimes bosses have blinders on that keep them from seeing what is happening around them, which allows them to ignore potential conflicts. “People often have their own agendas of where they want to go, and if they are not aligned, it is difficult to build a strategic plan. An outsider perspective can really take you out of your bubble and tell you things you don’t necessarily want to hear [but should]. We get into a rhythm, and it’s really hard to step out of that, so bringing in outside people can help bring in new views and aspects of your business.”

An outside consultant can also help naysayers take the process more seriously because they know the company is investing money in the efforts, Hofmeyer adds.

No matter who is involved in the planning process, make sure at least one person serves as an administrator and documents all planning committee actions.

What Is in a Strategic Plan?

A strategic plan communicates goals and what it takes to achieve them. The plan sometimes begins with a high-level view, then becomes more specific. Since strategic plans are more guidebooks than rulebooks, they don’t have to be bureaucratic and rigid. There is no perfect plan; however, it needs to be realistic.

There are many sections in a strategic plan, and the length of the final document or presentation will vary. The names people use for the sections differ, but the general ideas behind them are similar: Simply make sure you and your team agree on the terms you will use and what each means.

One-Page Strategic Planning Template

“I’m a big fan of getting a strategy onto one sheet of paper. It’s a strategic plan in a nutshell, and it provides a clear line of sight,” Stockmal advises.

You can use the template below to consolidate all your strategic ideas into a succinct, one-page strategic plan. Doing so provides you with a high-level overview of your strategic initiatives that you can place on your website, distribute to stakeholders, and refer to internally. More extensive details about implementation, capacity, and other concerns can go into an expanded document.

Download One-Page Strategic Planning Template Excel | Word | Smartsheet

The most important part of the strategic plan is the executive summary, which contains the highlights of the plan. Although it appears at the beginning of the plan, it should be written last, after you have done all your research.

Of writing the executive summary, Stockmal says, “I find it much easier to extract and cut and edit than to do it first.”

For help with creating executive summaries, see these templates .

Other parts of a strategic plan can include the following:

Description: A description of the company or organization.

Vision Statement: A bold or inspirational statement about where you want your company to be in the future.

Mission Statement: In this section, describe what you do today, your audience, and your approach as you work toward your vision.

Core Values: In this section, list the beliefs and behaviors that will enable you to achieve your mission and, eventually, your vision.

Goals: Provide a few statements of how you will achieve your vision over the long term.

Objectives: Each long-term goal should have a few one-year objectives that advance the plan. Make objectives SMART (specific, measurable, achievable, and time-based) to get the most out of them.

Budget and Operating Plans: Highlight resources you will need and how you will implement them.

Monitoring and Evaluation: In this section, describe how you will check your progress and determine when you achieve your goals.

One of the first steps in creating a strategic plan is to perform both an internal and external analysis of the company’s environment. Internally, look at your company’s strengths and weaknesses, as well as the personal values of those who will implement your plan (managers, executives, board members). Externally, examine threats and opportunities within the industry and any broad societal expectations that might exist.

You can perform a SWOT (strengths, weaknesses, opportunities, and threats) analysis to sum up where you are currently and what you should focus on to help you achieve your future goals. Strengths shows you what you do well, weaknesses point out obstacles that could keep you from achieving your objectives, opportunities highlight where you can grow, and threats pinpoint external factors that could be obstacles in your way.

You can find more information about performing a SWOT analysis and free templates in this article . Another analysis technique, STEEPLE (social, technological, economic, environmental, political, legal, and ethical), often accompanies a SWOT analysis.

Basics of Strategic Planning

How you navigate the strategic planning process will vary. Several tools and techniques are available, and your choice depends on your company’s leadership, culture, environment, and size, as well as the expertise of the planners.

All include similar sections in the final plan, but the ways of driving those results differ. Some tools are goals-based, while others are issues- or scenario-based. Some rely on a more organic or rigid process.

Hofmeyer summarizes what goes into strategic planning:

Understand the stakeholders and involve them from the beginning.

Agree on a vision.

Hold successful meetings and sessions.

Summarize and present the plan to stakeholders.

Identify and check metrics.

Make periodic adjustments.

Items That Go into Strategic Planning

Strategic planning contains inputs, activities, outputs, and outcomes. Inputs and activities are elements that are internal to the company, while outputs and outcomes are external.

Remember, there are many different names for the sections of strategic plans. The key is to agree what terms you will use and define them for everyone involved.

Inputs are important because it is impossible to know where you are going until you know what is around you where you are now.

Companies need to gather data from a variety of sources to get a clear look at the competitive environment and the opportunities and risks within that environment. You can think of it like a competitive intelligence program.

Data should come from the following sources:

Interviews with executives

A review of documents about the competition or market that are publicly available

Primary research by visiting or observing competitors

Studies of your industry

The values of key stakeholders

This information often goes into writing an organization’s vision and mission statements.

Activities are the meetings and other communications that need to happen during the strategic planning process to help everyone understand the competition that surrounds the organization.

It is important both to understand the competitive environment and your company’s response to it. This is where everyone looks at and responds to the data gathered from the inputs.

The strategic planning process produces outputs. Outputs can be as basic as the strategic planning document itself. The documentation and communications that describe your organization’s strategy, as well as financial statements and budgets, can also be outputs.

The implementation of the strategic plan produces outcomes (distinct from outputs). The outcomes determine the success or failure of the strategic plan by measuring how close they are to the goals and vision you outline in your plan.

It is important to understand there will be unplanned and unintended outcomes, too. How you learn from and adapt to these changes influence the success of the strategic plan.

During the planning process, decide how you will measure both the successes and failures of different parts of the strategic plan.

Sharing, Evaluating, and Monitoring the Progress of a Strategic Plan

After companies go through a lengthy strategic planning process, it is important that the plan does not sit and collect dust. Share, evaluate, and monitor the plan to assess how you are doing and make any necessary updates.

“[Some] leaders think that once they have their strategy, it’s up to someone else to execute it. That’s a mistake I see,” Stockmal says.

The process begins with distributing and communicating the plan. Decide who will get a copy of the plan and how those people will tell others about it. Will you have a meeting to kick off the implementation? How will you specify who will do what and when? Clearly communicate the roles people will have.

“Before you communicate the plan [to everyone], you need to have the commitment of stakeholders,” Hofmeyer recommends. Have the stakeholders be a part of announcing the plan to everyone — this keeps them accountable because workers will associate them with the strategy. “That applies pressure to the stakeholders to actually do the work.”

Once the team begins implementation, it’s necessary to have benchmarks to help measure your successes against the plan’s objectives. Sometimes, having smaller action plans within the larger plan can help keep the work on track.

During the planning process, you should have decided how you will measure success. Now, figure out how and when you will document progress. Keep an eye out for gaps between the vision and its implementation — a big gap could be a sign that you are deviating from the plan.

Tools are available to assist with tracking performance of strategic plans, including several types of software. “For some organizations, a spreadsheet is enough, but you are going to manually enter the data, so someone needs to be responsible for that,” Stockmal recommends.

Remember: strategic plans are not written in stone. Some deviation will be necessary, and when it happens, it’s important to understand why it occurred and how the change might impact the company's vision and goals.

Deviation from the plan does not mean failure, reminds Hofmeyer. Instead, understanding what transpired is the key. “Things happen, [and] you should always be on the lookout for that. I’m a firm believer in continuous improvement,” he says. Explain to stakeholders why a change is taking place. “There’s always a sense of re-evaluation, but do it methodically.”

Build in a schedule to review and amend the plan as necessary; this can help keep companies on track.

What Is Strategic Management?

Strategic planning is part of strategic management, and it involves the activities that make the strategic plan a reality. Essentially, strategic management is getting from the starting point to the goal effectively and efficiently using the ongoing activities and processes that a company takes on in order to keep in line with its mission, vision, and strategic plan.

“[Strategic management] closes the gap between the plan and executing the strategy,” Stockmal of ASP says. Strategic management is part of a larger planning process that includes budgeting, forecasting, capital allocation, and more.

There is no right or wrong way to do strategic management — only guidelines. The basic phases are preparing for strategic planning, creating the strategic plan, and implementing that plan.

No matter how you manage your plan, it’s key to allow the strategic plan to evolve and grow as necessary, due to both the internal and external factors.

“We get caught up in all of the day-to-day issues,” Stockmal explains, adding that people do not often leave enough time for implementing the plan and making progress. That’s what strategic management implores: doing things that are in the plan and not letting the plan sit on a shelf.

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Strategic Planning Should Be a Strategic Exercise

• Graham Kenny

Don’t create a plan. Create a system.

Many managers complain that strategy-making often reduces to an operational action plan that resembles the last one.  To prevent that from happening they need to remember that strategy is about creating a system whereby a company’s stakeholders interact to create a sustainable advantage for the company.  Strategic planning is how the company designs that system, which is very different from an operational action plan in that it is never a static to-do list but constantly evolves as strategy makers acquire more insights into how their system of stakeholders can create value.

Over the years I’ve facilitated many strategic planning workshops for business, government, and not-for-profit organizations. We reflect on recent changes and future trends and consider how to engage with them for corporate success.

• Graham Kenny is the CEO of Strategic Factors and author of Strategy Discovery . He is a recognized expert in strategy and performance measurement who helps managers, executives, and boards create successful organizations in the private, public, and not-for-profit sectors. He has been a professor of management in universities in the U.S. and Canada.

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Strategic Planning Process: Why Is Strategic Planning Important for Organizations in 2024?

What to read next:

Playing chess without a strong opening is a guaranteed way to disadvantage yourself. Just like in chess, organizations without an adequate strategic planning process are unlikely to thrive and adapt long-term. 

The strategic planning process is essential for aligning your organization on key priorities, goals, and initiatives, making it crucial for organizational success.   

This article will empower you to craft and perfect your strategic planning process by exploring the following:  

• What is strategic planning
• Why strategic planning is important for your business  
• The seven steps of the strategic planning process   

Strategic planning frameworks

• Best practices supporting the strategic planning process  

By the end of this article, you’ll have the knowledge needed to perfect the key elements of strategic planning. Ready? Let’s begin.  

What is strategic planning?

Strategic planning charts your business's course toward success. Using your organization’s vision, mission statement , and values — with internal and external information — each step of the strategic planning process helps you craft long-term objectives and attain your goals with strategic management.  

The key elements of strategic planning includes a SWOT analysis, goal setting , stakeholder involvement, plus developing actionable strategies, approaches, and tactics aligned with primary objectives.  

In short, the strategic planning process bridges the gap between your organization’s current and desired state, providing a clear and actionable framework that answers:   Where are you now?   Where do you want to be?   How will you get there?

7 key elements of strategic planning 

The following strategic planning components work together to create cohesive strategic plans for your business goals. Let’s take a close look at each of these:  

• Vision : What your organization wants to achieve in the future, the long-term goal  
• Mission : The driving force behind why your company exists, who it serves, and how it creates value  
• Values : Fundamental beliefs guiding your company’s decision-making process  
• Goals : Measurable objectives in alignment with your business mission, vision, and values  
• Strategy : A long-term strategy map for achieving your objectives based on both internal and external factors  
• Approach : How you execute strategy and achieve objectives using actions and initiatives   
• Tactics : Granular short-term actions, programs, and activities  

Why is the strategic planning process important?

Just as a chess player needs a gameplan to reach checkmate, a company needs a solid strategic plan to achieve its goals.   

Without a strategic plan, your business will waste precious time, energy, and resources on endeavors that won’t get your company closer to where it needs to be.   

Your ideal plan should cover all key strategic planning areas, while allowing you to stay present by measuring success and course-correcting or redefining the strategic direction when necessary. Ultimately, enabling your company to stay future-proof through the creation of an always-on strategy that reflects your company's mission and vision.   

An always-on strategy involves continuous environmental scanning even after the strategic plan has been devised, ensuring readiness to adapt in response to quick, drastic changes in the environment.

Let’s dive deeper into the steps of the strategic planning process.  

What are the 7 stages of the strategic planning process?

You understand the overall value of implementing a strategic planning process — now let’s put it in practice. Here's our 7-step approach to strategic planning that ensures everyone is on the same page:  

• Clarify your vision, mission, and values  
• Conduct an environmental scan  
• Define strategic priorities  
• Develop goals and metrics  
• Derive a strategic plan  
• Write and communicate your strategic plan  
• Implement, monitor, and revise   

1. Clarify your vision, mission, and values 

The first step of the strategic planning process is understanding your organization’s core elements: vision, mission, and values. Clarifying these will align your strategic plan with your company’s definition of success. Once established, these are the foundation for the rest of the strategic planning process.   

Questions to ask:

• What do we aspire to achieve in the long term?
• What is our purpose or ultimate goal?
• What do we do to fulfill our vision?
• What key activities or services do we provide?
• What are our organization's ethics?
• What qualities or behaviors do we expect from employees?

Read more: What is Mission vs. Vision  

2. Conduct an environmental scan

Once everyone on the same page about vision, mission, and values, it's time to scan your internal and external environment. This involves a long-term SWOT analysis, evaluating your organization’s strengths, weaknesses, opportunities, and threats.  

Internal factors 

Internal strengths and weaknesses help you understand where your organization excels and what it could improve. Strengths and weaknesses awareness helps make more informed decisions with your capabilities and resource allocation in mind.  

External factors

Externally, opportunities and threats in the market help you understand the power of your industry’s customers, suppliers, and competitors. Additionally, consider how broader forces like technology, culture, politics, and regulation may impact your organization.   

• What are our organization's key strengths or competitive advantages?
• What areas or functions within our organization need improvement?
• What emerging trends or opportunities can we leverage?
• How do changes in technology, regulations, or consumer behavior impact us?

3. Define strategic priorities

Prioritization puts the “strategic” in strategic planning process. Your organization’s mission, vision, values, and environmental scan serve as a lens to identify top priorities. Limiting priorities ensures your organization intentionally allocates resources.  

These categories can help you rank your strategic priorities:  

• Critical : Urgent tasks whose failure to complete will have severe consequences — financial losses, reputation damage, or legal consequences  
• Important : Significant tasks which support organizational achievements and require timely completion  
• Desirable : Valuable tasks not essential in the short-term, but can contribute to long-term success and growth  
• How do these priorities align with our mission, vision, and values?
• Which tasks need to be completed quickly to ensure effective progress towards our desired outcomes?
• What resources and capabilities do we need to pursue these priorities effectively?

4. Develop goals and metrics

Next, you establish goals and metrics to reflect your strategic priorities. Purpose-driven, long-term, actionable strategic planning goals should flow down through the organization, with lower-level goals contributing to higher-level ones.  

One approach that can help you set and measure your aligned goals is objectives and key results (OKRs). OKRs consist of objectives, qualitative statements of what you want to achieve, and key results, 3-5 supporting metrics that track progress toward your objective.  

OKRs ensure alignment at every level of the organization, with tracking and accountability built into the framework to keep everyone engaged. With ambitious, intentional goals, OKRs can help you drive the strategic plan forward.  

• What metrics can we use to track progress toward each objective?
• How can we ensure that lower-level goals and metrics support and contribute to higher-level ones?
• How will we track and measure progress towards key results?
• How will we ensure accountability?

Get an in-depth look at OKRs with our Ultimate OKR Playbook

5. Derive a strategic plan

The next step of the strategic planning process gets down to the nitty-gritty “how” — developing a clear, practical strategic plan for bridging the gap between now and the future.   

To do this, you’ll need to brainstorm short- and long-term approaches to achieving the goals you’ve set, answering a couple of key questions along the way. You must evaluate ideas based on factors like:  

• Feasibility : How realistic and achievable is it?  
• Impact : How conducive is it to goal attainment?  
• Cost : Can we fund this approach, and is it worth the investment?  
• Alignment : Does it support our mission, vision, and values?  

From your approaches, you can devise a detailed action plan, which covers things like:  

• Timelines : When will we take each step, and what are the deadlines?  
• Milestones : What key achievements will ensure consistent progress?  
• Resource requirements : What’s needed to achieve each step?  
• Responsibilities : Who's accountable in each step?  
• Risks and challenges : What can affect our ability to execute our plan? How will we address these?  

With a detailed action plan like this, you can move from abstract goals to concrete steps, bringing you closer to achieving your strategic objectives.  

6. Write and communicate your strategic plan

Writing and communicating your strategic plan involves everyone, ensuring each team is on the same page. Here’s a clear, concise structure you can use to cover the most important strategic planning components:  

• Executive summary : Highlights and priorities in your strategic overview   
• Introduction : Background on your strategic plan  
• Connection : How your strategic plan aligns with your organization’s mission, vision, and values  
• Environmental scan : An overview of your SWOT analysis findings  
• Strategic priorities and goals : Informed short and long-term organizational goals  
• Strategic approach : An overview of your tactical plan   
• Resource needs : How you'll deploy technology, funding, and employees  
• Risk and challenges : How you’ll mitigate the unknowns if and when they arise  
• Implementation plan : A step-by-step resource deployment plan for achieving your strategy  
• Monitoring and evaluation : How you’ll keep your plan heading in the right direction  
• Conclusion : A summary of the strategic plan and everything it entails  
• What information or context do stakeholders need to understand the strategic plan?
• How can we emphasize the connection between the strategic plan and the overall purpose and direction of the organization?
• What initiatives or strategies will we implement to drive progress?
• How will we mitigate or address risks?
• What are the specific steps and actions we need to take to implement the strategic plan?
• Any additional information or next steps we need to communicate?

7. Implement, monitor, and revise performance 

Finally, it’s time to implement your strategic plan, making sure it's up to date, creating a persistent, always-on strategy that doesn't lag behind. As you get the ball rolling, keep a close eye on your timelines, milestones, and performance targets, and whether these align with your internal and external environment.   

Internally, indicators like completions, issues, and delays provide visibility into your process. If any bottlenecks, inefficiencies, or misalignment arises, take corrective action promptly — adjust the plan, reallocate resources, or provide additional training to employees.  

Externally, you should monitor changes such as customer preferences, competitive pressures, economic shifts , and regulatory changes. These impact the success of your strategic action plan and may require tweaks along the way.   

Remember, implementing a strategic plan isn’t a one-time task — continual evaluation is essential for an always-on strategy. It involves extending beyond planning stages and contextualizing the strategy in real-time, allowing for swift adaptations to changing circumstances to ensure your plan remains relevant.

• Are there any bottlenecks, inefficiencies, or misalignments we need to address?
• Are we monitoring and analyzing external factors?
• Are we prepared to make necessary tweaks or adaptations along the way?
• Are we agile enough to promptly correct deviations from our strategic plan while maintaining an "always-on" strategy for continual adjustments?

You can use several frameworks to guide you through the strategic planning process. Some of the most influential ones include:

• Balanced scorecard (BSC) : Takes an overarching approach to strategic planning, covering financial, customer, internal processes, and learning and growth, aligning short-term operational tasks with long-term strategic goals.
• SWOT analysis : Highlights your business's internal strengths and weaknesses alongside external opportunities and threats to enable informed decisions about your strategic direction.
• OKRs : Structures goals as a set of measurable objectives and key results. They cascade down from top-level organizational objectives to lower-level team goals, ensuring alignment across the entire organization. Get an in-depth look at OKRs here . 
• Scenario planning : Involves envisioning and planning for various possible future scenarios, allowing you to prepare for a range of potential outcomes. It's particularly useful in volatile environments rife with uncertainties.
• Porter's five forces : Evaluates the competitive forces within your industry — rivalry among existing competitors, bargaining power of buyers and suppliers, threat of new entrants, and threat of substitutes — to shape strategies that position the organization for success.

Common problems with strategic planning and how to overcome them

While strategic planning provides a roadmap for business success, it's not immune to challenges. Recognizing and addressing these is crucial for effective strategy implementation. Let's explore common issues encountered in strategic planning and strategies to overcome them.

Static nature

Traditional strategic planning models often follow a linear, annual, and inflexible process that doesn't accommodate quick changes in the business landscape. Strategies formulated this way may quickly become outdated in today's fast-paced environment.

To overcome the rigidity of traditional strategic planning, your organization should integrate continuous environmental scanning processes. This includes monitoring market changes, competitor actions, and technological advancements, ensuring real-time insights inform strategic decision-making. Additionally, adopting agile methodologies allows for iterative planning, breaking down strategies into smaller, manageable components reviewed and adjusted regularly, ensuring adaptability in today's fast-paced landscape.

Disconnect between strategic plan and execution

There's often a significant gap between the strategic objectives and their actual implementation, leading to misalignment, confusion, and inefficiency within the organization.

To bridge the gap, ensure accountability, alignment, and feedback-driven processes across the business. Linking team roles and responsibilities to lower-level objectives can fosters alignment and accountability, whereas aligning these with overarching strategic objectives ensure coherence in execution. To ensure goals are optimized on an ongoing basis, implement a feedback mechanism that continuously evaluates progress against goals, enabling regular adjustments based on market feedback and internal insights.

Lack of real-time insights

Traditional planning models rely on historical data and periodic reviews, which might not capture real-time changes or emerging trends accurately. This can result in misaligned strategies unsuitable for the current business landscape.

Leverage advanced analytics tools and AI-driven technologies. Invest in technologies that offer real-time tracking and reporting of key performance indicators, with dashboards and monitoring systems that provide up-to-date insights. These allow you to gather, process, and interpret real-time data for proactive decision-making that aligns with the current business landscape. 

Failure to close the feedback loop

The absence of a feedback loop between strategy formulation, execution, and evaluation can impact learning and improvement. Companies might therefore struggle to refine their strategies based on real-time performance insights.

Establish a structured feedback loop encompassing strategy formulation, execution, and evaluation stages. Encourage employees to actively contribute insights on strategy execution, fostering a culture of continuous improvement and adaptation.

Best practices during the strategic planning process

Navigating strategic planning goes beyond overcoming challenges. A successful strategic plan requires you to embrace a set of guiding best practices, helping you navigate the development and implementation of your strategic planning process.   

1. Keep the planning process flexible

With ever-changing business environments, a one-and-done approach to strategic planning is insufficient. Your strategic plan needs to be adaptable to ensure its relevancy and its ability to weather the effects of changing circumstances.  

2. Pull together a diverse group of stakeholders

By including voices from across the organization, you can account for varying thoughts, perspectives, and experiences at each step of the strategic planning process, ensuring cross-functional alignment .  

3. Document the process

Continuous documentation of the strategic management process is crucial in capturing and communicating the key elements of strategic planning. This keeps everyone on the same page and your strategic plan up-to-date and relevant.  

4. Make data-driven decisions

Root your decisions in evidence and facts rather than assumptions or opinions. This cultivates accurate insights, improves prioritization, and reduces biased (flawed) decisions.  

5. Align your company culture with the strategic plan 

Your strategic plan can only be successful if everyone is on board with it — company culture supports what you’re trying to achieve. Behaviors, rules, and attitudes optimize the execution of your strategic plan.  

6. Leverage AI 

Using AI in strategic planning supports the development of an always-on strategy — amplifying strategic agility, conducting comprehensive environmental scans, and expediting planning phases. It can streamline operations, facilitate data-driven decision-making, and provide transparent insights into progress to drive accountability, engagement, and alignment with the strategic plan.

The strategic planning process in a nutshell

Careful strategy mapping is crucial for any organization looking to achieve its long-term goals while staying true to its mission, vision, and values. The seven steps in the strategic planning process outlined in this article provide a solid framework your organization can follow — from clarifying your organization’s purpose and developing a strategic plan, to implementing, monitoring, and revising performance. These steps will help your company meet goal measurements and create an always-on strategy that's rooted in the present. 

It’s important to remember that strategic planning is not a one-time event. To stay effective and relevant, you must continuously monitor and adapt your strategy in response to changing circumstances. This ongoing process of improvement keeps your organization competitive and demonstrates your commitment to achieving your goals.  

Quantive empowers modern organizations to turn their ambitions into reality through strategic agility. It's where strategy, teams, and data come together to drive effective decision-making, streamline execution, and maximize performance.  

As your company navigates today’s competitive landscape, you need an Always-On Strategy to continuously bridge the gap between current and desired business outcomes. Quantive brings together the technology, expertise, and passion to transform your strategy from a static plan to a feedback-driven engine for growth.  

Whether you’re a visionary start-up, a mid-market business looking to conquer, or a large enterprise facing disruption, Quantive keeps you ahead — every step of the way. For more information, visit www.quantive.com . 

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Strategic Planning in Business

Table of Contents

What is business strategic planning, the strategic planning process in 3 steps, what is a business strategic plan, key components of a business strategic plan, business strategic plan example, strategic plan vs. business plan.

Strategic planning is key for success in business. By planning strategically for the future, a business can achieve its goals. It’s easier said than done, but the more you know about strategic planning, the better chance you have at succeeding.

Business strategic planning is the process of creating a business strategy and an accompanying business strategic plan to implement a company’s vision and achieve its goals over time. The main goal of strategic planning is to take a company from its current state to its desired state through a series of business actions.

The business strategic planning process usually consists of defining business goals, doing a SWOT analysis to assess the company’s business environment and developing a business strategy. The leadership team is in charge of business strategic planning, as it has a very important impact on the overall direction of a company.

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Strategic Planning is one of the three levels of organizational planning, which is the process that allows organizations to define its objectives for the future and make action plans to guide the efforts of each of its departments, employees and management levels .

The other two levels of organizational planning are tactical and operational planning. Let’s see how these three types of organizational planning differ from each other.

Strategic Planning vs. Tactical Planning

While a strategic plan is created by the top management team and defines the high-level strategic goals of an entire organization, a tactical plan has a narrower scope. A tactical plan is created by the middle management level of a business and describes the specific goals, initiatives, challenges and resources for each department and how its efforts contribute to the completion of the larger strategic plan of the business.

Strategic Planning vs. Operational Planning

An operational plan allows you to establish guidelines, procedures and best practices for the daily operations of your business. The main objective of operational planning is to ensure that your business operations contribute to the accomplishment of the strategic objectives defined in the strategic plan.

Strategic planning is very important, but it doesn’t need to be overly complex. Let’s simplify this process by breaking it down into three simple steps.

1. Set Business Goals

A business goal is simply an accomplishment that a company wants to achieve in the short, medium or long term. Business goals can take many forms such as increasing sales, revenue, customer satisfaction levels and brand positioning, among many other things.

2. Conduct a SWOT Analysis

The goal of a business strategy is to leverage the strengths of a business and minimize the impact of its weaknesses. Those two things are internal factors. The strengths of a company can become competitive advantages that can lead to business growth. There are many types of business strengths and weaknesses such as scale, speed, or R&D, just to name a few.

Threats and opportunities refer to external factors such as competitors or an untapped market. A successful business strategy considers all of these factors to define how a product or service will be created, marketed and sold, and a SWOT analysis is a great starting point.

3. Develop a Business Strategy & Strategic Plan

Once you’ve completed your SWOT analysis, you can create a business strategy that’s designed to help position your company in the market. Your business strategy guides how you produce, market and sell your product or service based on internal and external analysis.

Then, you’ll need a strategic plan to explain how you plan to execute that business strategy. To oversee the execution of a business strategic plan, managers need to manage time, costs and tasks. ProjectManager is a project planning tool that allows managers to plan, schedule and manage their team’s work. Plan your work with professional tools such as Gantt charts, kanban boards, task lists and calendars. Then track your progress in real time to stick to your strategic plan. Get started for free.

A business strategic plan is an implementation plan that’s meant to turn a business strategy into action items that can be executed over time. Business strategic plans are usually executed over the course of 3-5 years.

How to Develop a Strategic Plan

To develop a strategic plan, you should ask yourself the following three questions.

• Where Is the Business Now? Gather as much information on your business as possible including internal operations and what drives its profitability. Compare the business to competitors and note the similarities and differences in detail. This isn’t a day-to-day operational study, but a broader look at the business in context to itself and its environment. But don’t go crazy; stay realistic in terms of your business goals. Be detached and critical in your analysis.
• Where Do You Want to Go? Now it’s time to decide what your top-level objectives are for the future. Start with a vision statement , objectives, values, techniques and goals. Look forward to five years or more to forecast where you want the business to be at that time. This means figuring out what the focus of the business will be in the future. Will that focus differ from what it is now, and what competitive advantages do have you in the marketplace? This is where you build the foundation and initiate changes.
• How Can You Get There? Once you know where you are and where you want to go, it’s time to plan. What are the changes to the structure, financing, etc., necessary for the business to get there? Decide on the best way to implement those changes, the timeframe with deadlines and how to finance it. Remember, this is looking at the business at large, so consider major endeavors such as diversification, existing growth, acquisition and other functional matters. A gap analysis can be a big help here.

Once you’ve answered the above questions and have a way to achieve the long-term goals laid out in the strategic plan, the next step is making sure you have the right person to manage all of its moving parts. They must be analytical, a creative thinker and able to grasp operational detail.

That doesn’t mean the strategic plan is led by one person. It’s best to not do it alone; seek other opinions. The people in your organization, from bottom to top, are all great resources to offer perspectives from their standpoints. Don’t forget to take in the advice of stakeholders, including customers, clients, advisors and consultants.

To create a strong strategic plan, one must first have a strong understanding of the business that is to expand. How does the business work? Where does the business stand in relation to competitors in the marketplace? A strategic plan is built on the bones of the following foundational elements:

• Mission Statement: The mission statement describes what your company does.
• Vision Statement: The vision statement explains where your company expects to be in the future.
• Core Values: Guiding principles that shape your company’s organizational culture.
• Business Objectives: Consider using the SMART goal-setting technique . This simply means setting up specific, measurable, attainable, relevant and time-bound objectives that your company wants to achieve.
• SWOT Analysis: External and internal factors that make up your company’s business competitive environment.
• Action Plan: A plan outlining steps that will be taken to achieve the business objectives of your organization.
• Financials: A section that shows the financial performance expectations, the budget and the resources that will be required to implement the action plan.
• Performance Measurements: Performance indicators that will be used to measure the effectiveness of the action plan.

Never forget to check your strategic plan against reality. In addition to being achievable, it must be practical for your business environment, resources and marketplace.

Now let’s look at a simple business strategic plan example. This is a strategic plan for a small construction company.

1. Mission, Vision & Core Values

• Mission Statement: To build residential spaces that provide wellbeing for our clients.
• Vision Statement: To offer the best construction experience for our clients and expand our brand throughout the globe.
• Core Values: Sustainable innovation and respect for the environment.

2. Business Objectives

• Business Objective 1: Grow operating margin from 15% to 20% over the next year.
• Business Objective 2: Reduce operating costs by 5% over the next quarter
• Business Objective 3: Increase the number of new contracts generated by 10% over the next year

3. SWOT Analysis

• Strengths: Available financing, brand visibility and know-how.
• Weaknesses: Lack of PPE, human capital and expertise in construction areas such as plumbing, electrical work and masonry, which requires subcontractors.
• Opportunities: Lack of environmentally-friendly construction companies in the market.
• Threats: Larger construction companies compete for contracts in the area.

4. Action Plan

• Business Objective 1: To grow operating margin, new employees with plumbing, electrical work and masonry experience will be hired to cut down subcontractor costs. This must be done by the end of the first quarter.
• Business Objective 2: To reduce operating costs, the company will acquire property, plant and equipment. By doing this, the company will no longer rent equipment from third parties, which will reduce operating costs significantly in the medium and long term.
• Business Objective 3: To increase the number of new contracts generated, the leadership team will invest more in the PR, marketing and advertising departments. The company will also invest in key positions for the construction bidding process such as contract estimators.
• Financials: This section will explain in detail what are the costs associated with the work items in the action plan as well as the expected financial benefits for the company.

Our free strategic plan template helps leadership teams gather important information about their business strategy, which makes it the perfect tool to start shaping a strategic plan for your business or project.

More Free Strategic Planning Templates

Here are some free strategic planning templates for Word and Excel that will help you with key aspects of the strategic planning process. Use them individually or add them to your strategic plan template for Word so you don’t miss any detail about your organizational strategy.

Strategic Roadmap Template

This strategic roadmap template allows you to map the activities, strategic projects and initiatives that each business department will execute to accomplish the objectives defined in the strategic plan of an organization.

Strategic Map Template

This strategic map template it’s a strategic planning tool that allows you to visualize all the strategic objectives of your organization and understand how they’re interrelated.

Balanced Scorecard Template

A balanced scorecard is a chart that allows you to set strategic objectives that will benefit your business in one of four key areas, its finances, internal processes, customer satisfaction and organizational learning.

Vision Statement Template

The vision statement is one of the most important aspects of the organizational strategy of a business. It’s a short but powerful statement that describes the overall direction of a company and what it intends to achieve in the future. This free vision statement template will help you focus on what matters most and define the vision of your business.

A strategic plan is a type of business plan, but there are distinctions between the two. Whereas a strategic plan is for implementing and managing the strategic direction of a business, a business plan is more often the document that starts a business.

A business plan is used primarily to get funding for the venture or direct the operation, and the two plans target different timeframes in business history. A strategic plan is used to investigate a future period, usually between three-to-five years. A business plan is more routinely a year out.

A Different Intent

A strategic plan offers a business focus, direction and action to help the business grow from the point it presently resides to a greater market share in the future. A business plan, on the other hand, is more focused on offering a structure to capture and implement ideas that initially define a business.

With a strategic plan, existing resources are prioritized to increase revenue and return on investment. The business plan is different in that it’s seeking funding for a venture that doesn’t yet exist. Where a strategic plan is building a sustainable competitive advantage in the future, a business plan is designed to take advantage of a current business opportunity.

So, a strategic plan is communicating direction to teams and stakeholders in order to achieve future goals. A business plan isn’t talking to staff, which is likely nonexistent or minimal at this point. It’s speaking to banks and other financial supporters.

Related Strategic Planning Content

• Strategic Project Management: Planning Strategic Projects
• Strategic Planning Models: An Introduction to 5 Popular Models
• A Quick Guide to Strategic Initiatives
• How to Create a Strategic Roadmap for Your Organization
• Project Alignment: Aligning Your Project to Business Strategy

Strategic planning, like any planning, requires keeping a lot of balls in the air. That means having the right tool to plan, monitor and report on all the various tasks and resources. ProjectManager is online project management software that gives you control over every aspect of creating and implementing a strategic plan. Try it today with this free 30-day trial.

Deliver your projects on time and on budget

Start planning your projects.

Strategic Management

(15 reviews)

Kennedy B. Reed, Virginia Tech

Copyright Year: 2020

ISBN 13: 9781949373950

Publisher: Virginia Tech Publishing

Language: English

Formats Available

Conditions of use.

Learn more about reviews.

Reviewed by Jiwon Suh, Assistant Professor, University of Texas at Arlington on 3/7/24

This book covers core topics that should be included in a strategic management textbook. I particularly like that the book has a chapter devoted to corporate governance, ethics, and social responsibility. I hope to see that vertical and horizontal... read more

Comprehensiveness rating: 4 see less

This book covers core topics that should be included in a strategic management textbook. I particularly like that the book has a chapter devoted to corporate governance, ethics, and social responsibility. I hope to see that vertical and horizontal alignment within an organization is highlighted at the beginning of the book. I see it in Chapter 10.

Content Accuracy rating: 5

This book contains core and major models, concepts, frameworks, and theories that should be included in a strategic management textbook. Especially, this book also explains a balanced scorecard and its linkage with organizational mission and vision.

Relevance/Longevity rating: 5

The main content is highly relevant. The concepts and frames that are included in the book are not fast-changing. This book uses a variety of examples to explain concepts to help students understand. These examples are a good mixture of timing (old and relatively new) and I believe such examples should be aged well to evaluate.

Clarity rating: 5

This book was well-written. This book uses clear language so that students including undergraduates can easily follow.

Consistency rating: 5

This book is consistent with all the structures and contents that are expected in the strategic management textbooks.

Modularity rating: 5

The topics in this book are well divided into 11 chapters so that faculty members can easily develop a semester-long course. On page 2, the authors also provide 6 modules on how these chapters can be used in a shorter course.

Organization/Structure/Flow rating: 5

The way of chapter sequencing is easy to follow: understanding strategic management -> external analysis -> internal analysis -> strategy development -> implementation. Every chapter provides ‘Learning Objectives,’ ‘Key Takeaway,’ and ‘Exercises’ from which students can effectively learn about the topics in the chapters. Also, figures, pictures, videos, and other sources are very helpful.

Interface rating: 4

External sources were hyperlinked with the original sources. This book also provides enough space between paragraphs and the next sections. This helps readers. It would be very helpful if the book included an Index at the end of the book.

Grammatical Errors rating: 5

I didn’t find any grammatical errors.

Cultural Relevance rating: 5

This book uses examples from different cultural backgrounds, such as an example of ancient China and wars on Russian soil on pages 18-20 and an example of Starbucks in Korea on page 33.

I'd like to use this book for my Strategic HR management course in the public and nonprofit sectors. Although this book doesn't 100% fit my course, I can use this book to explain and provide core/major concepts of strategic management.

Reviewed by Sergiy Dmytriyev, Assistant Professor of Management, James Madison University on 9/10/23

The textbook covers all key topics in the strategic management such as overall strategy, business- and corporate-level strategies, the analysis of external and internal environments, international strategy, organizational design, innovation, etc.... read more

Comprehensiveness rating: 5 see less

The textbook covers all key topics in the strategic management such as overall strategy, business- and corporate-level strategies, the analysis of external and internal environments, international strategy, organizational design, innovation, etc. Each sections ends with the reference list of the cited sources, and the Glossary of key terms is provided at the end of the book.

The book is well-written which makes it an easy read.

The content is up-to-date, with plenty of contemporary business situations and examples. At the same time, these examples are of general nature and can be used in a classroom for many years ahead, without become obsolete. Having said that, the textbook also has a number of historical examples which is a must to have in order to learn from strategic successes and failures.

The text is written in a more informal way than in some other strategic management textbook. This makes this textbook better perceived by undergraduate students, who are rather more excited by its interesting and accessible prose.

Consistency rating: 4

The textbook utilized common terminology and frameworks used in the strategic management field, and is consistent throughout the whole text. The only thing, sometimes I could have a feeling that there were many interesting narratives and examples, but some of them might not be well connected among themselves, which could make the reading slightly less coherent, though it wasn't a big deal.

Indeed, the text is readily divisible into smaller reading section since many of them start and end in a similar fashion making them standalone pieces. I didn't find many self-references which serves the modality purpose well.

The book is well organized in terms of the sequence of introduced topics and the transitions between them.

Interface rating: 5

The textbook offers an easy-to-follow navigation structure such as a numeration for each section/subsection as well as consistent headings' styles and the use of colors and graphical designs.

I didn't find any grammatical errors or typos in the text which speaks to its high quality.

Cultural Relevance rating: 3

The textbook is full of various examples from different countries which helps keep the reader's mind open to insights from different cultural environments. Yet, I wish there would be more examples with female and minority managers - I realize that today those groups are still underrepresented in leadership roles, but the author could have considered purposefully selecting those stories/backgrounds which may appeal to and inspire different audiences.

Most sections in the textbook end with discussion questions (often provoking ones) which can help with kicking off interactive discussion in class. The key information is summarized in the form of tables or graphs that make it easy to review the summarized learnings. There are also many videos throughout the book which can help break the monotony of reading with interesting visual experiences.

To sum it up, the textbook offers a typical content for a strategic management textbook (in terms of key strategic topics, terminology, theories and frameworks, etc.), yet it does it in a more appealing way compared to some more "formal" available textbooks in the market. In addition to offering discussion questions and exercises at the end of each section, the textbook also utilizes a more accessible prose for undergraduate students, as well as provides many illustrative or summary tables and graphs, as well as short business stories and videos done in an interesting way.

I really like the textbook and this year I started using it in my Strategic Management course.

Reviewed by Jeffrey Gale, Professor Emeritus of Strategic Management, Loyola Marymount University on 4/10/23

[Note: I used the book in my Strategic Management class in Spring 2023 semester. I have, in the past, used the open textbook, Mastering Strategic Management on which this one is based as well as a commercial version of the text which was picked up... read more

[Note: I used the book in my Strategic Management class in Spring 2023 semester. I have, in the past, used the open textbook, Mastering Strategic Management on which this one is based as well as a commercial version of the text which was picked up by a pubisher.] The coverage in the book is pretty standard for Strategic Management texts. It's a little light on implementation/execution particularly on reward systems, strategic leadership and a bit on culture. Like most of the texts, it really doesn't cover the online world. Because it was done in 2020 and used some of the materials some of the materials need newer examples--and to reflect lessons of the pandemic and de-globalization (in Chap. 9) There is a glossary but no index.

The coverage of the book is accurate in the concepts handled.

Relevance/Longevity rating: 4

All strategic management textbooks suffer from obsolescence--it is the nature of the subject matter and the need for ongoing revision of relevant examples. The concepts change more slowly. Use of the book requires instructors to fill that in to make the material relevant. The prior book (from 2020) was not updated for years which made it hard to use. Hopefully this one will be.

The book was extremely well-written and edited. This is remarkable since there was a team who worked on it at VPI. Kudos for doing a good job.

It is consistent. The framework used is very standard in strategic management texts.

The book is well done with coherent chapters and headings and subheading breaking up the text. I was able to use some of the materials out of order.

Strategic management textbooks lend themselves to a logical organization based on the analytic process common to the topic. This book is consistent with that. I did find that references and credits, which are listed in the chapter sections, are a bit distracting and would be better, in my opinion, at the end of the chapters. Likewise, I would prefer that the Exercises be at the chapter end as well. Learning Objectives at the beginning of each chapter are useful as well as the Takeaways in the sections.

My students and I used the PDF version of the book which is pretty standard with only limited jumps for Table of Contents. .

I didn't find any grammatical errors.

Cultural Relevance rating: 4

I did not see anything culturally insensitive or offensive in the book. There is, as is typical in the texts in the field, not a lot of cultural variety. There are no Black or Hispanic business in the examples.

The book did what I wanted it to in the course. I thought that Chapter 7 on Innovation is a bit of a hodge-podge of topics and doesn't flow all that well. The Powerpoint slides that the author made available are very uneven and I wasn't able to really use them--though I didn't really need to since I have taught the course for so long. They are not the equivalent of what commercial publishers provide with their texts. I did not use the text bank that is also available.

Overall, a good quality textbook that is usable with the caveats I raised earlier.

Reviewed by Stephen Horner, Associate Professor, Allen Community College on 6/9/21

Chapter one is a good an example of the type of comprehensiveness that I like. The text addresses most of the major models and concepts within the strategy domain. It also includes examples of strategy and strategic management from antiquity and... read more

Chapter one is a good an example of the type of comprehensiveness that I like. The text addresses most of the major models and concepts within the strategy domain. It also includes examples of strategy and strategic management from antiquity and classic military history encompassing ancient, modern, and postmodern eras. In addition, the critique of strategic management is refreshing to see in an introductory textbook chapter.

I find no glaring inaccuracies.

The cross disciplinary relevance of the text is demonstrated by allusion in chapter one to strategy throughout history. The text also has relevance in terms of relating the topic to contemporary issues.

This text is written at a basic level easily accessible to the common reader and especially suited to today's college senior.

The text uses the A-F-I framework consistently throughout.

The chapter topics are organized following the traditional analysis-formulation-implementation (A-F-I) framework allowing the course to be easily divided into modules. In addition, the authors have developed their own modular framework overlaying the A-F-I model.

The text uses the traditional analysis-formulation-implementation framework while taking a critical asssessment of the use of that framework.

The layout and flow of the text are satisfactory. In addition, I appreciate the smaller chunks in each chapter supplemented by references cited only in those specific chunks.

The writing demonstrates no systematic grammatical difficulties. The use of the Engish language is proper and acceptable.

The authors recognize changing sociocultural values and demonstrate sensitivity of the theory and practice of strategic management to such changes.

I found the text to be quite readable. It spawned in me new ideas for ways of reaching my students.

Reviewed by Yuan Li, Assistant Professor, James Madison University on 5/29/20

The text covers all major topics discussed in a standard strategic management textbook. Some topics that could be included or discussed more in detail are strategic leadership, innovation management, and corporate entrepreneurship. The pdf version... read more

The text covers all major topics discussed in a standard strategic management textbook. Some topics that could be included or discussed more in detail are strategic leadership, innovation management, and corporate entrepreneurship. The pdf version of the text does not include an index or glossary, which can be an enhancement to the book.

The content is accurate, error-free, and unbiased. However, there are a few typos in the book. Some of the labels are incorrect. For example, Level 3 of Table 10.4 is labeled incorrectly.

The content is up-to-date. For the most part, the examples are classic and do not need to be updated frequently. However, some of the examples, especially those related to movies are dated. Nevertheless, necessary updates can be easily implemented.

One of my favorite things about this text is its clarity. The text is written in a language that is accessible to all undergraduate students, including freshmen. Jargon and technical terms are explained in layman’s terms using real-world examples.

The text is internally consistent in terms of terminology and framework.

The chapters of the text are self-contained and can be individually assigned to students or used as additional readings to supplement a different text.

The structure of the text is clear and follows the structure of a standard strategic management textbook. The only difference is that international strategies are discussed before corporate-level strategies. Many of the tables and the text repeat each other. I think some of the tables can be eliminated.

There are no significant interface issues in the text. There are no hyperlinks in the pdf version of the book. All navigation is done through the search and find function of the pdf reader. The text in the examples and vignettes is too small and hard to read, at least for the pdf version I have. Overall, I would describe it as a no-frills text.

The text contains no grammatical errors.

The text is not culturally offensive in any way. The examples include both American and non-American firms mostly competing in the US market.

This is a great book for an introductory level strategic management class. Students do not have to be a management major to understand the book. Instructors can easily supplement the book with examples that are relevant to the background and major of their students. I find the book an interesting and enjoyable read. The authors did a great job in making strategic management interesting to students.

Reviewed by David Flanagan, Professor of Management, Western Michigan University on 12/12/19

This book covers all the major topics needed in a strategic management course plus a few other useful topics. read more

This book covers all the major topics needed in a strategic management course plus a few other useful topics.

First rate book. Easy to read with no errors (conceptually or grammatically).

All the conceptual information is up to date. I do have students do assignments where they research more recent examples.

Students comment that it is straight forward and easy to read. Key concepts are defined.

The text flows well from start to finish.

The chapters break up the material well as do sections within chapters.

good structure

easy to interface with

Well edited and credibly written

I detected nothing that could be insensitive

The authors are outstanding in their field. Can't find more credible sources.

Reviewed by Jason Kiley, Assistant Professor, Oklahoma State University on 5/21/18

Overall, the book has very good coverage of the topics typically included in a strategy textbook. To be more specific, I reviewed the book against a commercial book that I have used in the past. I looked at 43 topics that is a union of the content... read more

Overall, the book has very good coverage of the topics typically included in a strategy textbook. To be more specific, I reviewed the book against a commercial book that I have used in the past. I looked at 43 topics that is a union of the content I would use across the two books. The commercial book covered 41 topics, and Mastering Strategic Management ("MSM") covered 39. Of the discrepancies, three topics in the commercial book and one topic in MSM were topics that were probably timely when written but are less relevant now. Excluding those, each book had one topic that I would have liked to have seen in the other.

Across a number of topics, the exposition that fit my expectations about the material covered, explanations of the material, and examples that fit the material. Strategy covers a number of models that have been around for some time, and the authors seemed to do a good job of thinking about which models are reasonable to describe as they were conceived and which ones should be adjusted a bit to better reflect the underlying mechanisms or modern circumstances.

One small exception (shared in most strategy books) is the description of the BCG matrix using market share (as originally conceived). That notion is very sensitive to specification of markets, and I've seen more helpful formulations that describe it a little more generally as having dimensions that reflect using and generating cash.

The main content is fine and highly relevant. However, there are some examples which have not aged well. This is not so much the fault of the authors, as the business-relevant content is fine, but an example using Jared from Subway reads very differently in light of subsequent revelations. That is perhaps the most glaring, but there are a few others that have not aged well (e.g., the AppleTV has become reasonably successful in subsequent iterations). That said, this book is well within the norms of example relevance over time.

The book is written directly and clearly. In terms of style, it is more approachable than some alternatives, in part because I never got the sense that the authors were lowering the information density to produce more text.

Terminology and approach are generally consistent. Strategy is at the intersection of other disciplines, so there is often a change of perspective, but that comes with the content. That said, the authors have combined those well into a logical, consistent narrative.

For the most part, this book would be easy to use out of order or as selections. The chapters have numbered subdivisions that are logically coherent, and, in my view, it would be clear to students to assign selections. My initial read suggests that the brief motivating examples to begin chapters and the conclusions of chapters would be helpful to include even if the middle sections are selected from or reordered.

Overall, the organization and flow are consistent and logical, and it generally mirrors that of most strategy books. In a couple of places, the ordering is a bit different (e.g., international strategy before corporate-level strategy), but the broader logic may actually be more linear that way.

I used the epub 3 version of the book. The table elements tended to be built with markup instead of images, so they rendered nicely on a high-resolution display. Cross references were often done with links, and many text boxes were also done with markup, so the book takes advantage of the technology it uses for distribution. Given the prevalence of mobile devices among students, this is a strong positive for this book compared to others.

The writing is clear, error-free, and straightforward, including the consistent use of active voice.

Though the book (like many strategy and business textbooks) has a somewhat US-centric presentation, there are plenty of examples that include diversity along a number of dimensions where that kind of diversity is not the topic of the example. That broad level of inclusiveness is a positive for the book.

Overall, I found the book to be consistently high in quality, coverage, and consistency with other books in this area. Using it as an alternative or replacement for other books should be straightforward. The anonymous authors have done the field and our students a real service in writing this book.

Reviewed by Jiyun Wu, Associate Professor , Rhode Island College on 5/21/18

The book covers key areas of strategic management, much like other strategic management textbooks. read more

The book covers key areas of strategic management, much like other strategic management textbooks.

The content is accurate, though there are a few typos.

Relevance/Longevity rating: 3

The examples are a few years old and need to be updated.

The book is very lucidly written. I think it is one of the best written textbooks.

The book is internally consistent in terms of terminology and framework.

The text is easy to follow.

The topics are organized well and easy to follow.

I didn't encounter any problem with navigation.

I did not detect any grammar errors, although I did find a few typos.

The book is culturally relevant.

Please update the examples and correct the few typos in the text.

Reviewed by Edward Ward, Professor, Saint Cloud State University on 2/1/18

Relative to the other textbooks I have used in my strategic management course, this textbook is comprehensive. Topics include analyzing the environment, leading strategically, selection of business level strategies, ethics, organization design,... read more

Relative to the other textbooks I have used in my strategic management course, this textbook is comprehensive. Topics include analyzing the environment, leading strategically, selection of business level strategies, ethics, organization design, and more. However, it does not have a separate chapter about small business strategy.

This book is accurate as evidenced by the frequent references from both research journals and practitioners' publications. There is little in the way of the author's opinions, rather facts are emphasized.

The relevance of the book is excellent in that historical examples are often used, which by definition will not need to be updated. The examples of recent strategy uses (e.g. a goal by Coca-Cola on page 40 is for 2012) are in need of only slight modifications.

This is the paramount strength of the book. When the vocabulary (i.e. jargon) of strategic management is used, facile explanations and examples are used to clarify the term. An example is Figure 2.5, which explains financial performance measures for students who did not major in finance or accounting.

What is admirable as to the book's consistency is it's sequence of chapters, such as starting with "Mastering Strategy" as chapter one, through "Selecting Business Level Strategies" in the middle of the text, and concluding with corporate governance and ethics. There is also consistency in terms of the key takeaways and exercises throughout the book.

This is another strength of the book. For example, in clarifying "Entrepreneurial Orientation" sections such as "Autonomy", "Competitive Aggressiveness", and "Innovativeness" are presented in small sections that in total describe the term. This is done consistently in the book, such as in chapter eight the terms vertical integration, backward vertical integration, and forward vertical integration.

The topics are presented in a deductive order, starting with a superordinate term such as "Strategies for Getting Smaller", followed by retrenchment and restructuring. By describing a construct by its dimensions, the construct is more readily understood by students.

I don't think there are any such problems.

There are not any grammatical errors. I do think the reading level is for undergraduates rather than MBA students.

The photographs and examples are varied in terms of surface characteristics.

It is superior to my present textbook in terms of being written in a conversational style, which is complemented by useful tables such as 8.7 on page 293. These tables and other graphics will assist students with a visual learning style. The only negative that comes to mind is if this textbook is to be used for a MBA course, outside readings will need to be assigned.

Reviewed by Jorge Zazueta, Adjunct Professor, American University on 2/1/18

The book covers all the standard topics in Strategic Management in a well-structured and cohesive manner. The table of contents provides detail on contents and the interactive PDF version is an excellent way to navigate the text. Electronic... read more

The book covers all the standard topics in Strategic Management in a well-structured and cohesive manner. The table of contents provides detail on contents and the interactive PDF version is an excellent way to navigate the text. Electronic versions are searchable, obviating the need for an index.

I didn't find any inaccuracies or biases in the text (although I ran into a few minor typos). Each concept follows a critical discussion inviting the reader to reflect on the topic, rather than being dogmatic.

The topics covered are well established Strategic Management ideas with direct application in actual business practice, making the content both relevant and time enduring.

Clarity rating: 4

The book is clearly written and enjoyable. It provides straight commentary on the ideas discussed and is very easy to read. A minor drawback is that it lacks memorable design around many of the classic frameworks. For example, when discussing the diamond model in chapter 7, its elements are defined in the form of a table--rather than in a diamond shape.

The narrative is consistent throughout both in depth and style.

While the content follows a logical path, chapters are concise and mostly stand-alone, making it easy to use individual chapters or to tailor content for a class.

The topics follow a standard order of ideas in a consistent and logical flow, while maintaining modularity.

The interactive PDF version is clean and easy to use. A comprehensive table of contents is always available without being intrusive and the book is fully searchable. Making it convenient for student research or review. A keyword search results in a list of references to different chapters in the book, with a short summary of the content discussed.

Grammatical Errors rating: 4

Other than a few minor spelling typos. I found no errors.

The nature of the book is mostly transparent to cultural issues. Examples are business focused and do reflect a wide world view.

It is a great introductory text to Strategic Management. It covers all the standard material in a concise, easily accessible way. I would have enjoyed a bit more quantitative material, such as basic formulas from economics or discussions about how to quantify market competitiveness for example. Perhaps, that´s the material for a second book….

Reviewed by Bill Rossman, Instructor, Penn State University on 2/1/18

The book covers the major topics expected to be covered in a strategic management textbook. read more

The book covers the major topics expected to be covered in a strategic management textbook.

The material covered in the textbook is accurate and error-free.

Th material is up-to-date, however, some of the examples in the book could quickly become outdated. For example, there is an example referencing a 2001 movie which students may not understand. The book could easily be updated to keep examples up-to-date.

The book is clearly written without unnecessary jargon. Definitions for key terms could be emphasized to help students identify key terms and concepts. Additionally a glossary would be beneficial for students to quickly reverence the definition of key terms.

The book is consistent with other texts on the topic of strategic management.

The book is modular and chapters could be reorganized without issue. Instructors could assign chapters or subsections as they see fit without loss of educational value.

The book flowed well, the only change I would make is to move the corporate-level strategies to follow the business-level strategies. The instructor could easily make this change when assigning chapters in the textbook.

I did not encounter any issues with the interface of the textbook. The location of charts and images were appropriate and supported the material.

The book was free of grammatical errors.

The text was not insensitive or offensive.

Supporting material such as glossary, online assignments or self check exercises could be included. Overall, the book is well thought out and easily adaptable for instructors to use.

Reviewed by Sam Cappel, Professor, Southeastern Louisiana University on 6/20/17

I found the book to be comprehensive, covering in detail important parts of strategic management. read more

I found the book to be comprehensive, covering in detail important parts of strategic management.

I found the book to be accurate and well referenced. Examples were used which were most instrumental in helping students to understand important concepts.

The text is written and/or arranged in such a way that necessary updates will be relatively easy and straightforward to implement. Many of the examples used are classic or very timely. It would require little work to update concepts and examples.

The book is written without unnecessary jargon. Terms commonly used in the study of Strategy are fully explained.

The framework of the book allows for easy transitions from one topic to another. Throughout the book there is consistency in the straight forward approach to topics. There is a consistent attempt within this book to explain complex concepts in such a way as to allow undergraduate students to master them easily.

Modularity rating: 4

The text is well divided into a logical sequence of intuitively developed reading sections. Sections within the book serve to reduce confusion which can occur when learning a subject area with the diversity and complexity of Business Strategy

Organization/Structure/Flow rating: 4

I like the flow of the text but prefer a flow which started by simply following the strategic management process step by step.

I had no issues with the interface of the textbook. Navigation was simple and charts were well placed and clear.

I found no grammatical errors i the text.

Culturally the book was sensitive in dealing with issues such as ethics and the role of diversity in the workplace.

With the current push for on-line offerings I feel that it is now imperative that offerings include test banks, power-points, on-line readings, films and perhaps simulation tools that can be used on-line. I love the book for in-class use but feels that it does not offer enough support to be viable for extensive on-line offerings,

Reviewed by Cynthia Steutermann, Multi-Term Lecturer, University of Kansas on 8/21/16

This book does a somewhat good job of covering many aspects of strategic analysis. For instance, the discussions relative to cost leadership, differentiation, and focused strategies were good. However, I found this book to be lacking in critical... read more

Comprehensiveness rating: 3 see less

This book does a somewhat good job of covering many aspects of strategic analysis. For instance, the discussions relative to cost leadership, differentiation, and focused strategies were good. However, I found this book to be lacking in critical discussion areas, such as the importance of evaluating a firm's internal financial assets. While it mentioned current ratio, debt to equity ratio, and net income .. it does not show how to calculate those ratios. And, there are many, many more financial ratios that should be covered in great detail to effectively analyze an organization's internal financial capabilities. This was an area I would consider to be seriously lacking in content.

Other critical areas missing from this textbook were the discussion of entrepreneurial strategy and competitive dynamics, as well as managing innovation and corporate entrepreneurship. Likewise, this textbook did not include any strategic management cases which greatly supports a student's ability to apply concepts to a multi-page case of an organization they may be familiar with.

Also, while there was included on the website a table of contents, no such table of contents exists in the .pdf version that students would actually use. In general, this book is not written at the level of sophistication and comprehensiveness I would expect to use for college students, particularly since a strategic analysis course is often taught as a capstone course (undergraduate senior level of student). In my opinion, this textbook is written more at the senior in high school or college freshman level.

Content Accuracy rating: 4

The book's accuracy is adequate, although there are many areas of strategic analysis which I would consider to be missing in this textbook.

The one area of relevance and longevity I found to be questionable was the various references to "At the Movies". Some of the movies are quite dated and students may not have even heard of them. Or, if they have heard of the movie, they may not have seen it. While the intent seems to be a creative way to illustrate basic concepts, the use of movies is not (in my opinion) the most relevant way to accomplish this, at least to the extent that this is repeated throughout the textbook.

The book is written clearly, although not at the college reading level I would expect it to be written at.

Consistency rating: 3

The text is inconsistent since it references certain figures that actually do not exist. For instance, the Boston Consulting Group (BCG) matrix is referenced to be in figure 8.7. There is no BCG matrix figure, nor any figure 8.7. In fact, there are very few figures in the book. There are some pictures (unidentified mostly) but no figures that illustrate important concepts.

The book's modularity is done well. Within each chapter there are several smaller reading sections.

The book's organization/structure flow is generally good. I believe the organization and flow would be better if corporate-level strategies followed business-level strategy, and then the chapter about international markets would follow after that. This textbook, instead, has business-level strategy, international markets, then corporate-level strategy.

The images are generally not distorted, although on page 172 the Arby's graphic and text are out of proportion. Page 177 includes some type of graphic that is only shades of grey. I don't know what that is intended to represent.

The text contains no grammatical errors that I observed.

The text is not culturally insensitive or offensive in any way that I observed.

Reviewed by Daniel Forbes, Associate Professor, U. of Minnesota on 6/10/15

The book covers most of the chapters commonly found in a strategy textbook, and the content within each chapter is also similar in terms of the key topics & models addressed. One exception is strategic entrepreneurship, which is not covered as... read more

The book covers most of the chapters commonly found in a strategy textbook, and the content within each chapter is also similar in terms of the key topics & models addressed. One exception is strategic entrepreneurship, which is not covered as a separate chapter as is often the case but is instead partially covered under "Entrepreneurial orientation" within Chapter 2, "Leading strategically". Another exception is that there is only one chapter on corporate strategy, whereas many books have a second chapter on strategy alternatives (M&A, etc.). However, some of this content has been folded into the corporate strategy chapter. The PDF I reviewed did not contain a glossary or index.

The book provides an accurate introduction to contemporary strategic management. The authors' perspective is consistent with mainstream scholarly views in the field.

Most strategy textbooks tend to gravitate towards concepts and models that have a relatively long "shelf life," and this one is no exception. The book contains current examples and timely content. The book also does a good job presenting strategy in ways that undergraduate students, in particular, will find relevant. It does this through an emphasis on familiar, everyday brands (Facebook, Redbox) and through cultural references, such as its "Strategy at the movies" segments, which link concepts in the book to recent popular films.

The book is written in clear and accessible prose, and it carries a sense of humor. At times I would have liked to see clearer definitions that were easier to find in the text (e.g., highlighted or placed in sidebars). For example, the concept of "cost leadership" is introduced with good examples, but a concise definition seems lacking. Having clear definitions on key concepts is helpful to students studying for exams and for faculty who want to check concepts for consistency across materials without re-reading entire sections.

The book is internally consistent. It provides a framework for understanding strategy that is coherent and, at the same time, generally consistent with other major texts.

The text seems modular, and reorganizing the material is unlikely to pose a problem. It would be easy to rearrange the materials within a strategy course - provided, of course, that foundational concepts (e.g., "capabilities") have been established early on, as would be required in working with any major strategy text.

The book's flow is logical and it adheres to a structure that is common in strategy texts. One slightly unusual sequencing is the presentation of international strategy before corporate strategy (the reverse is more common), but these two chapters remain adjacent and there is a reasonable case for doing this. Given the overall modularity of the book, moreover, instructors can rearrange chapters as they see fit without much difficulty.

The interface reflects the thoughtful and creative selection of accompanying visual materials, especially photos and illustrations. There are fewer charts and tables than in the average strategy text. Some instructors and MBA students might find the text easier to navigate with fewer visual interruptions overall and perhaps more data or charts included in addition to the pictures. Overall, I think this interface that would be well received by undergraduate students, in particular.

The book's grammar is fine.

The book does not appear to be culturally insensitive. Examples are drawn primarily from the U.S., as is common in many major strategy texts, but there are also many examples drawn from outside the U.S.

Overall, I think this book is a very solid and worthwhile contribution to the set of available strategy textbooks. A particular strength of the book is its accessible writing style and its selection of "user-friendly" illustrations and examples. I think the book would be especially well-suited to first-time students of strategy who seek a general introduction. I also like that the book avoids delivering long, arbitrary lists of items in presenting material (e.g., "the nine reasons firms do acquisitions"), which is a common weakness of strategy textbooks. Instead, this book is generally succinct and reasonably comprehensive. At the same time, instructors & students seeking a more advanced treatment of strategy may find coverage of some topics to be relatively light. For example, limitations of the 5 Forces model are only briefly addressed and issues of industry evolution do not seem to be addressed.

Reviewed by David Try Ph.D., Instructor , Northwest Community College on 10/9/13

I found this text to be well-written and high quality, with up-to-date material, examples and case studies. In my experience, both as an instructor and retired practitioner, this textbook covers all basic concepts and topics at an appropriate... read more

I found this text to be well-written and high quality, with up-to-date material, examples and case studies. In my experience, both as an instructor and retired practitioner, this textbook covers all basic concepts and topics at an appropriate depth for an Introduction to Business Strategy/Policy course. The backend - index, glossary, on-screen reader and search engine - were accurate and faultless.

Diagrams, tables and case studies were up-to-date, professional quality and accurate. I found the text well supported by the supplemental teaching resources (quizzes, PowerPoint's, teaching notes, etc.) As with any USA based textbook, and to be fair hardly unique to this one, the content is USA-centric. Examples and in-text case studies do tend to examine issues through the lens of USA companies, and occasionally USA laws/regulations. Within this caveat, all material was well-edited, error-free, unbiased and including appropriate supplemental instructor material.

As with most introductory courses, the basic components of Business Strategy tend not to change rapidly. New tools, techniques, occasionally fads, as well as the inevitable rebranding (i.e. Management by Objectives [MBO] becomes Outcome Based Key Performance Indicators) are adopted by Business relatively slowly. The textbook covers certain recent advances in strategic and policy, as appropriate for a textbook at an introductory level. Looking forward, advances to this textbook would tend to focus on maintaining current and timeliness of in-text examples, update trends and data, and incorporate emergent strategies which could emerge in response to changing economic, business or global events, such as a global recession.

The textbook to be quite readable and engaging, and makes good use of current business examples. Terms and business jargon are properly defined, both within the text and by using small ‘call-out' (?) boxes on the side of pages and through the use of examples.

The concepts and ideas in the textbook are presented in a clear and logical order. Terminology is used consistently. As well, I found the ‘readability' of the textbook to be internally consistent – with no sense that different authors/editors had writte

The material is covered in 12 chapters, with 2 to 4 sections each, making it easy to assign weekly readings and cover the content within one semester. Chapters are fairly consistent in length and complexity. Instructors have the option to re-organize the course / subject order prior to students downloading the textbook should they wish. The text is not overly self-referential.

The flow or order of idea/concept presentation is consistent to most Strategy texts, and appropriate for an introductory textbook. Within Chapter layout is consistent; each chapter begins with "Learning Outcomes" and concludes with "Key Takeaways" and exercises, which can be assigned as homework.

Neither I, nor any of my students, experienced any interface issues at all. The underlying technology appeared faultless. The navigation process is logical and all images and text were clear and high quality, even on smaller e-reading devices. As well, color use is consistent, assisting in overall navigation. Interestingly, as the first e-textbook for NWCC Business, my students appreciated the ability to perform in-text searches and hyper-link to external electronic references (in text URLs), as well as textbook's cost of course!

I found zero (0) grammatical errors, or ‘broken' URL links. Well edited

This text is not culturally or sexually insensitive, or offensive. Overall, examples are based on business culture with limited applicability on cultural relevance. One chapter focuses on Ethics and Social Responsibility and examines these issues from a strategic perspective, with examples. However, the focus is principally from a business perspective, as compared to social, legal or moral perspectives. As the text is fairly USA-centric, Canadian students may feel that Canadian and possibly Asian business strategies should receive greater emphasis.

Overall, I was very impressed with the quality and professionalism of the text. A ‘newbie' to e-textbooks, I was surprised by the usefulness of additional features available with electronic textbooks (searching, imbedded URLs, etc.). As noted above, the textbook content is somewhat USA-centric. Examples and in-text case studies tend to focus on USA companies, and occasionally USA laws/regulations. However, given the highly integrated nature of Canadian and USA business environments, there is some value in this. And, it was certainly not difficult to incorporate Canadian examples into the Lectures. This review originated in the BC Open Textbook Collection and is licensed under CC BY-ND.

Table of Contents

• I. Chapter 1: Mastering Strategy: Art and Science
• II. Chapter 2: Assessing Organizational Performance
• III. Chapter 3: Evaluating the External Environment
• IV. Chapter 4: Evaluating the Internal Environment
• V. Chapter 5: Synthesis of Strategic Issues and Analysis
• VI. Chapter 6: Selecting Business-Level Strategies
• VII. Chapter 7: Innovation Strategies
• VIII. Chapter 8: Selecting Corporate-Level Strategies
• IX. Chapter 9: Competing in International Markets
• X. Chapter 10: Executing Strategy through Organizational Design
• XI. Chapter 11: Leading an Ethical Organization: Corporate Governance, Corporate Ethics, and Social Responsibility

Ancillary Material

• Virginia Tech Publishing

About the Book

STRATEGIC MANAGEMENT  offers an introduction to the key topics and themes of strategic management. The authors draw on examples of familiar companies and personalities to illustrate the different strategies used by today’s firms—and how they go about implementing those strategies. Students will learn how to conduct a case analysis, measure organizational performance, and conduct external and internal analyses. In short, they will understand how organizations operate at the strategic level to be successful.

An older version of Mastering Strategic Management  (2015) by University of Minnesota Libraries Publishing can be found here: https://open.lib.umn.edu/strategicmanagement/

About the Contributors

Reed B. Kennedy, Associate Professor of Practice, Pamplin College of Business, Virginia Tech

Reed B. Kennedy is an Associate Professor of Management Practice in the Management Department, where he teaches management courses. He began his career as a naval officer before entering his primary career in healthcare administration, where he served in senior executive roles in various hospitals for over 20 years. He then worked as a business consultant for the Small Business Development Center for the New River Valley at Radford University. His education includes a Bachelor of Science in Aerospace Engineering from the U.S. Naval Academy, a Masters of Healthcare Administration from Medical College of Virginia / Virginia Commonwealth University, a Masters in Public Health and a Graduate Certificate in Global Planning and International Development from Virginia Tech. Reed served as the chief textbook reviser on this project. He worked with the contributor and editorial teams from project start to completion.

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Artificial intelligence in strategy

Can machines automate strategy development? The short answer is no. However, there are numerous aspects of strategists’ work where AI and advanced analytics tools can already bring enormous value. Yuval Atsmon is a senior partner who leads the new McKinsey Center for Strategy Innovation, which studies ways new technologies can augment the timeless principles of strategy. In this episode of the Inside the Strategy Room podcast, he explains how artificial intelligence is already transforming strategy and what’s on the horizon. This is an edited transcript of the discussion. For more conversations on the strategy issues that matter, follow the series on your preferred podcast platform .

Joanna Pachner: What does artificial intelligence mean in the context of strategy?

Yuval Atsmon: When people talk about artificial intelligence, they include everything to do with analytics, automation, and data analysis. Marvin Minsky, the pioneer of artificial intelligence research in the 1960s, talked about AI as a “suitcase word”—a term into which you can stuff whatever you want—and that still seems to be the case. We are comfortable with that because we think companies should use all the capabilities of more traditional analysis while increasing automation in strategy that can free up management or analyst time and, gradually, introducing tools that can augment human thinking.

Joanna Pachner: AI has been embraced by many business functions, but strategy seems to be largely immune to its charms. Why do you think that is?

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Yuval Atsmon: You’re right about the limited adoption. Only 7 percent of respondents to our survey about the use of AI say they use it in strategy or even financial planning, whereas in areas like marketing, supply chain, and service operations, it’s 25 or 30 percent. One reason adoption is lagging is that strategy is one of the most integrative conceptual practices. When executives think about strategy automation, many are looking too far ahead—at AI capabilities that would decide, in place of the business leader, what the right strategy is. They are missing opportunities to use AI in the building blocks of strategy that could significantly improve outcomes.

I like to use the analogy to virtual assistants. Many of us use Alexa or Siri but very few people use these tools to do more than dictate a text message or shut off the lights. We don’t feel comfortable with the technology’s ability to understand the context in more sophisticated applications. AI in strategy is similar: it’s hard for AI to know everything an executive knows, but it can help executives with certain tasks.

When executives think about strategy automation, many are looking too far ahead—at AI deciding the right strategy. They are missing opportunities to use AI in the building blocks of strategy.

Joanna Pachner: What kind of tasks can AI help strategists execute today?

Yuval Atsmon: We talk about six stages of AI development. The earliest is simple analytics, which we refer to as descriptive intelligence. Companies use dashboards for competitive analysis or to study performance in different parts of the business that are automatically updated. Some have interactive capabilities for refinement and testing.

The second level is diagnostic intelligence, which is the ability to look backward at the business and understand root causes and drivers of performance. The level after that is predictive intelligence: being able to anticipate certain scenarios or options and the value of things in the future based on momentum from the past as well as signals picked in the market. Both diagnostics and prediction are areas that AI can greatly improve today. The tools can augment executives’ analysis and become areas where you develop capabilities. For example, on diagnostic intelligence, you can organize your portfolio into segments to understand granularly where performance is coming from and do it in a much more continuous way than analysts could. You can try 20 different ways in an hour versus deploying one hundred analysts to tackle the problem.

Predictive AI is both more difficult and more risky. Executives shouldn’t fully rely on predictive AI, but it provides another systematic viewpoint in the room. Because strategic decisions have significant consequences, a key consideration is to use AI transparently in the sense of understanding why it is making a certain prediction and what extrapolations it is making from which information. You can then assess if you trust the prediction or not. You can even use AI to track the evolution of the assumptions for that prediction.

Those are the levels available today. The next three levels will take time to develop. There are some early examples of AI advising actions for executives’ consideration that would be value-creating based on the analysis. From there, you go to delegating certain decision authority to AI, with constraints and supervision. Eventually, there is the point where fully autonomous AI analyzes and decides with no human interaction.

Because strategic decisions have significant consequences, you need to understand why AI is making a certain prediction and what extrapolations it’s making from which information.

Joanna Pachner: What kind of businesses or industries could gain the greatest benefits from embracing AI at its current level of sophistication?

Yuval Atsmon: Every business probably has some opportunity to use AI more than it does today. The first thing to look at is the availability of data. Do you have performance data that can be organized in a systematic way? Companies that have deep data on their portfolios down to business line, SKU, inventory, and raw ingredients have the biggest opportunities to use machines to gain granular insights that humans could not.

Companies whose strategies rely on a few big decisions with limited data would get less from AI. Likewise, those facing a lot of volatility and vulnerability to external events would benefit less than companies with controlled and systematic portfolios, although they could deploy AI to better predict those external events and identify what they can and cannot control.

Third, the velocity of decisions matters. Most companies develop strategies every three to five years, which then become annual budgets. If you think about strategy in that way, the role of AI is relatively limited other than potentially accelerating analyses that are inputs into the strategy. However, some companies regularly revisit big decisions they made based on assumptions about the world that may have since changed, affecting the projected ROI of initiatives. Such shifts would affect how you deploy talent and executive time, how you spend money and focus sales efforts, and AI can be valuable in guiding that. The value of AI is even bigger when you can make decisions close to the time of deploying resources, because AI can signal that your previous assumptions have changed from when you made your plan.

Joanna Pachner: Can you provide any examples of companies employing AI to address specific strategic challenges?

Yuval Atsmon: Some of the most innovative users of AI, not coincidentally, are AI- and digital-native companies. Some of these companies have seen massive benefits from AI and have increased its usage in other areas of the business. One mobility player adjusts its financial planning based on pricing patterns it observes in the market. Its business has relatively high flexibility to demand but less so to supply, so the company uses AI to continuously signal back when pricing dynamics are trending in a way that would affect profitability or where demand is rising. This allows the company to quickly react to create more capacity because its profitability is highly sensitive to keeping demand and supply in equilibrium.

Joanna Pachner: Given how quickly things change today, doesn’t AI seem to be more a tactical than a strategic tool, providing time-sensitive input on isolated elements of strategy?

Yuval Atsmon: It’s interesting that you make the distinction between strategic and tactical. Of course, every decision can be broken down into smaller ones, and where AI can be affordably used in strategy today is for building blocks of the strategy. It might feel tactical, but it can make a massive difference. One of the world’s leading investment firms, for example, has started to use AI to scan for certain patterns rather than scanning individual companies directly. AI looks for consumer mobile usage that suggests a company’s technology is catching on quickly, giving the firm an opportunity to invest in that company before others do. That created a significant strategic edge for them, even though the tool itself may be relatively tactical.

Joanna Pachner: McKinsey has written a lot about cognitive biases  and social dynamics that can skew decision making. Can AI help with these challenges?

Yuval Atsmon: When we talk to executives about using AI in strategy development, the first reaction we get is, “Those are really big decisions; what if AI gets them wrong?” The first answer is that humans also get them wrong—a lot. [Amos] Tversky, [Daniel] Kahneman, and others have proven that some of those errors are systemic, observable, and predictable. The first thing AI can do is spot situations likely to give rise to biases. For example, imagine that AI is listening in on a strategy session where the CEO proposes something and everyone says “Aye” without debate and discussion. AI could inform the room, “We might have a sunflower bias here,” which could trigger more conversation and remind the CEO that it’s in their own interest to encourage some devil’s advocacy.

We also often see confirmation bias, where people focus their analysis on proving the wisdom of what they already want to do, as opposed to looking for a fact-based reality. Just having AI perform a default analysis that doesn’t aim to satisfy the boss is useful, and the team can then try to understand why that is different than the management hypothesis, triggering a much richer debate.

In terms of social dynamics, agency problems can create conflicts of interest. Every business unit [BU] leader thinks that their BU should get the most resources and will deliver the most value, or at least they feel they should advocate for their business. AI provides a neutral way based on systematic data to manage those debates. It’s also useful for executives with decision authority, since we all know that short-term pressures and the need to make the quarterly and annual numbers lead people to make different decisions on the 31st of December than they do on January 1st or October 1st. Like the story of Ulysses and the sirens, you can use AI to remind you that you wanted something different three months earlier. The CEO still decides; AI can just provide that extra nudge.

Joanna Pachner: It’s like you have Spock next to you, who is dispassionate and purely analytical.

Yuval Atsmon: That is not a bad analogy—for Star Trek fans anyway.

Joanna Pachner: Do you have a favorite application of AI in strategy?

Yuval Atsmon: I have worked a lot on resource allocation, and one of the challenges, which we call the hockey stick phenomenon, is that executives are always overly optimistic about what will happen. They know that resource allocation will inevitably be defined by what you believe about the future, not necessarily by past performance. AI can provide an objective prediction of performance starting from a default momentum case: based on everything that happened in the past and some indicators about the future, what is the forecast of performance if we do nothing? This is before we say, “But I will hire these people and develop this new product and improve my marketing”— things that every executive thinks will help them overdeliver relative to the past. The neutral momentum case, which AI can calculate in a cold, Spock-like manner, can change the dynamics of the resource allocation discussion. It’s a form of predictive intelligence accessible today and while it’s not meant to be definitive, it provides a basis for better decisions.

Joanna Pachner: Do you see access to technology talent as one of the obstacles to the adoption of AI in strategy, especially at large companies?

Yuval Atsmon: I would make a distinction. If you mean machine-learning and data science talent or software engineers who build the digital tools, they are definitely not easy to get. However, companies can increasingly use platforms that provide access to AI tools and require less from individual companies. Also, this domain of strategy is exciting—it’s cutting-edge, so it’s probably easier to get technology talent for that than it might be for manufacturing work.

The bigger challenge, ironically, is finding strategists or people with business expertise to contribute to the effort. You will not solve strategy problems with AI without the involvement of people who understand the customer experience and what you are trying to achieve. Those who know best, like senior executives, don’t have time to be product managers for the AI team. An even bigger constraint is that, in some cases, you are asking people to get involved in an initiative that may make their jobs less important. There could be plenty of opportunities for incorpo­rating AI into existing jobs, but it’s something companies need to reflect on. The best approach may be to create a digital factory where a different team tests and builds AI applications, with oversight from senior stakeholders.

The big challenge is finding strategists to contribute to the AI effort. You are asking people to get involved in an initiative that may make their jobs less important.

Joanna Pachner: Do you think this worry about job security and the potential that AI will automate strategy is realistic?

Yuval Atsmon: The question of whether AI will replace human judgment and put humanity out of its job is a big one that I would leave for other experts.

The pertinent question is shorter-term automation. Because of its complexity, strategy would be one of the later domains to be affected by automation, but we are seeing it in many other domains. However, the trend for more than two hundred years has been that automation creates new jobs, although ones requiring different skills. That doesn’t take away the fear some people have of a machine exposing their mistakes or doing their job better than they do it.

Joanna Pachner: We recently published an article about strategic courage in an age of volatility  that talked about three types of edge business leaders need to develop. One of them is an edge in insights. Do you think AI has a role to play in furnishing a proprietary insight edge?

Yuval Atsmon: One of the challenges most strategists face is the overwhelming complexity of the world we operate in—the number of unknowns, the information overload. At one level, it may seem that AI will provide another layer of complexity. In reality, it can be a sharp knife that cuts through some of the clutter. The question to ask is, Can AI simplify my life by giving me sharper, more timely insights more easily?

Joanna Pachner: You have been working in strategy for a long time. What sparked your interest in exploring this intersection of strategy and new technology?

Yuval Atsmon: I have always been intrigued by things at the boundaries of what seems possible. Science fiction writer Arthur C. Clarke’s second law is that to discover the limits of the possible, you have to venture a little past them into the impossible, and I find that particularly alluring in this arena.

AI in strategy is in very nascent stages but could be very consequential for companies and for the profession. For a top executive, strategic decisions are the biggest way to influence the business, other than maybe building the top team, and it is amazing how little technology is leveraged in that process today. It’s conceivable that competitive advantage will increasingly rest in having executives who know how to apply AI well. In some domains, like investment, that is already happening, and the difference in returns can be staggering. I find helping companies be part of that evolution very exciting.

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UPDATED 15:32 EDT / MAY 15 2024

Creating timeless software: How Software AG has remained relevant in the new age of AI

by Mark Albertson

The year Software AG was founded provided two watershed moments in the future growth and direction of the technology industry.

It was 1969, and IBM Corp. announced in June that it would begin pricing its software and services separately from its hardware, laying the groundwork for an emergence of the modern software consulting industry. One month later, U.S. astronauts walked on the moon , a validation that technology could achieve what was once unthinkable.

Software AG, started that year in Germany by six young employees of the Institute of Applied Information Processing, has emerged as a multinational software business that provides enterprise tools for business process management, integration and big data analytics. For more than five and a half decades, the company has shown that it can adapt to the shifting tides of an industry that never stands still.

“Software AG continues to remain relevant by modernizing its legacy technology while moving into new growth areas,” said Paul Gillin , research analyst for theCUBE, SiliconANGLE Media’s livestreaming studio. “The company’s Adabas database management system and Natural development language still have large installed bases, but the company’s growth has shifted to Aris business process management software, which, incidentally, has also been around for more than three decades but is just as relevant today as ever.”

Gillin was on the ground in Dublin, Ireland, for Software AG’s International User Groups Conference in April and spoke with key executives from the company and customers in exclusive interviews about the latest product enhancements for data integration, process management, artificial intelligence and internet of things orchestration for enterprises around the world. (* Disclosure below.)

Software AG Aris plays central role in business optimization

Software AG’s lengthy history in the process management arena has given the company a different perspective on software and its role in enabling enterprise applications. The firm invented its flagship Aris product in 1992, and Aris grew to become a tool used by enterprises for the documentation, design, analysis, assessment and optimization of key processes for running a business.

“When you talk about legacy, I talk about timeless software,” said Stefan Sigg , chief product officer of Software AG, during his conversation with theCUBE . “When software has been around a long time, it becomes timeless and it doesn’t matter anymore how old it is. My favorite example is Microsoft Excel; it’s been around for almost 40 years, but nobody is calling Excel a legacy. Nobody calls Software AG’s Aris legacy. It’s there to keep all those super mission-critical custom applications that were built on top of this technology running because they carry the company. That is what we are doing.”

During the International User Groups Conference in Dublin, Software AG enhanced its Aris process mining and Alfabet portfolio management products with generative AI. By leveraging Microsoft Corp.’s Azure OpenAI, Software AG is now providing the capability to depict existing processes and identify anomalies through the use of graphic formats.

“We continue to innovate … we can use AI to make Aris much more productive where you don’t have to dig into the data so much, but the AI is telling you what’s wrong,” Sigg said. “We mine the data, reconstruct the business processes and have key performance indicators attached to each and every instance. AI creates the summary without a human being needing to spend hours and hours analyzing each process instance.”

Earlier this year, Software AG released a study that identified a common challenge fueled by rapid expansion of technology within many enterprises. Results showed that 89% of organizations rapidly expanded technology over the course of several years, and more than three quarters or 76% indicated that this resulted in increased chaos to be managed. Over 40% pointed to the challenge of managing legacy and new systems together as a key factor in heightened complexity.

“The cloud is promising to make everything easier, but at least in an intermediate time, it’s making things much more complex because no company on this planet is making a 100% shift from being on-premises one day to the cloud,” Sigg explained. “Then there are SaaS services running somewhere and maybe edge cases where I have infrastructure and software running on a factory shop floor. These are four different things that I have to integrate. That is building complexity that you cannot avoid. It’s a question of managing that complexity with state-of-the-art integration software, IoT software, process management software and IT portfolio management software.”

Here’s theCUBE’s complete video interview with Stefan Sigg:

Use cases highlight support for migration and strategic planning

Migration of IT systems to a new platform is not only a complex process, it can also cripple a business dependent on enterprise resource planning and management functions necessary for smooth operation. Add on the sudden impact of a worldwide global COVID-19 pandemic, and this is the scenario that one Software AG customer found itself facing in 2020.

Celulose Nipo-Brasileira S.A., or Cenibra, is a major Brazilian producer of bleached eucalyptus pulp used for making paper and cardboard products. The company designed a plan to upgrade its legacy ERP system to SAP S/4HANA as a key step toward a modern IT infrastructure. Yet with the entire migration team having to work remotely when the upgrade began during the pandemic, the challenges were significant, according to  Ronaldo Neves Ribeiro , IT and telecom manager at Cenibra, in his interview on theCUBE .

“It was a huge problem,” Ribeiro said. “We’d never managed projects remotely, but the directors decided to continue. It was planned and completed in 13 months with 178 people. It was the first S/4HANA migration in the world done completely remotely.”

Here’s theCUBE’s complete video interview with Ronaldo Neves Ribeiro:

Announcements made during the conference included news that Software AG would enhance Alfabet 11 , the company’s portfolio of management products, to provide process mining functionality for the IT landscape. New features included a Smart Data Workbench for customizing information displays, Data Quality rules that set parameters for acceptable quality and the application of reasoning-based AI to reduce product configuration effort.

The latest enhancements for Alfabet offered the British financial advisory company St. James Place PLC an opportunity to fine-tune its planning strategy.

“What we find that Alfabet brings for us is it has the ability for us to capture those high-level corporate strategic goals,” said Ian Batty , head of the Office of Architecture at St. James Place, in conversation with theCUBE . “Alfabet supports two distinct areas of usage, which is the enterprise architecture tool and the strategic portfolio management. I’m particularly focused on strategic portfolio management, and that means identifying where to spend your money, how much money you’ve got, what are the priorities you’ve got as a company.”

Here’s theCUBE’s complete video interview with Ian Batty:

Growing complexity of IT environments has fueled interest in Software AG and its portfolio of process management solutions. The company was the subject of acquisition interest last year when the private equity firm Silver Lake competed with Rocket Software Inc. for a majority stake. Silver Lake prevailed and took the company private last fall. Since then, Software AG has sold its StreamSets and webMethods business to IBM Corp.

While Silver Lake has taken an approach to sell off some of Software AG’s assets, the company’s core business remains the same. The firm’s business process management software continues to attract major clients, a sign that despite the rapid pace of change today, enterprises will always need to optimize functions to remain successful.

“Processes are really at the heart of the organization, it’s the DNA of the organization,” said Josèphe Blondaut , head of ARIS product marketing at Software AG, during an interview with theCUBE . “It’s really about learning to learn, creating a culture of optimization and a culture of overall thinking, not thinking only in the specific silo you are working in. In the end, a company that looks at the processes, that looks at the operation will gain some kind of a learning success.”

Here’s theCUBE’s complete video interview with Josèphe Blondaut:

To watch more of theCUBE’s coverage of the International User Groups Conference , here’s our complete event video playlist:

Watch theCUBE’s full coverage of the International User Groups Conference event here:

(* Disclosure: TheCUBE is a paid media partner for the International User Groups Conference. Neither Software AG, the sponsor of theCUBE’s event coverage, nor other sponsors have editorial control over content on theCUBE or SiliconANGLE.)

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First Deputy Minister --- RYABEV, Lev Dmitriyevich (Izvestiya, 23 May 02). Deputy Minister (Nuclear Weapons Complex) --- KAMENSKIKH, Ivan (Izvestiya, 19 Mar 03). Deputy Minister --- NIGMATULIN, Bulat, ( Interfax 8 Dec 01). Deputy Minister --- VINOGRADOV, V. (Rossiyskaya Gazeta, 4 Apr 00) Deputy Minister --- ANTIPOV, Sergey Viktorovich, appointed (Nuclear.ru, 15 Nov 02).

• ["Antipov was born in 1948, graduated from the Moscow Physical Engineering Institute (1972), and is a physicist and engineer (experimental and theoretical physics, plasma physics).  In 1996 he graduated from the Moscow State Law Academy as a lawyer specializing in jurisprudence. Prior to being appointed to the post of deputy minister he headed the Center for Organizational and Legal Issues at the Kurchatovskiy Institut Russian Scientific Center.  As director and coordinator of the project on nonproliferation and nuclear weapons control in the sphere of the record keeping and control of nuclear materials, and of systems for the physical protection of nuclear installations, he participated in regular Russian-American working conferences. . . .the main areas of his activity . . . will be the recycling of nuclear submarines, the decommissioning of nuclear reactors, the management of radioactive wastes, and the restoration of land" (Nuclear.ru, 15 Nov 02).]

Deputy Minister (States Secretary) --- LEBEDEV, Valeriy Aleksandrovich.  (Atompressa, No 32 Sep 99; Appointed "States Secretary," Rossiyskaya Gazeta, 12 Sep 01).

• Formerly: General Director of the Mining and Chemical Combine, Zheleznogorsk.  (Atompressa, No 32 Sep 99)

Accounting and Control of Nuclear Materials and the Provision of Guarantees for their Non-proliferation and Physical Protection, Directorate for the Supervision of

Chief --- Volodin, Yuriy Georgiyevich.  Telephone: (095) 9116081.

Central Apparatus

Crisis situation center.

• (Izvestiya 22 May 01).

Department for Liaison with State Power Bodies and Information Policy

• Head -- Nikolay Shingarev (ITAR-TASS, 22 Jan 03).

Environment and Decommissioning of Nuclear Facilities, Administration for

• ["The responsibility for the recycling of nuclear submarines was delegated from the Defense Ministry to the Atomic Energy Ministry only in 1998, and the technical bases of the Northern and Pacific Fleets are currently being handed over to the Atomic Energy Ministry's special enterprises SevRao and DalRao.   Notably, the military are quite reluctantly parting with their property because those bases are financed from the state budget.   So, Admiral Popov will now be supposed to settle down relations between his former and present co-workers" (Kommersant 05 Dec 01 P2).]

Chief --- POPOV, Vyacheslav, Adm appointed (Kommersant 05 Dec 01 P2). Popov was CINC NORFLT.  

Experimental Physics, RF Nuclear Center All-Russian Scientific-Research Institute for (RFYaTs VNIIEF) (Sarov)

• Previously known as Arzamas-16, Nizhegorod Oblast

Director --- Ilkayev, Radiy (Finmarket, 21 Apr 01).

Federal Inspectorate for Nuclear and Radiation Security

• Address: 109147 Moscow, Taganskaya Street, 34.

Director --- Vishnevskiy, Yuriy Georgiyevich , (Chief of Directorate). Telephone: (095) 9116005. Fax: (095) 9124041

Fuel Production Cycle, Directorate for the Supervision of Nuclear and Radiation Security of the Enterprises of the

Chief --- Kislov, Andrey Ivanovich  Telephone: (095) 9116061.

Nuclear and Radiation Security for Atomic Stations, Directorate for the Supervision of

Chief --- Adamchik, Sergey Anatolyevich  Telephone: (095) 9116061.

Nuclear and Radiation Security in the Economy, Directorate for the Supervision of

Chief --- Mikhaylov, Mikhail Vladimirovich.  Telephone: (095) 9116071.

Nuclear and Radiation Security of Research Reactors and Nuclear Power Facilities on Ships, Directorate for the Supervision of

Chief of Directorate --- Nikolskiy, Rostislav Viktorovich Telephone: (095) 9116011

Scientific and Technological Council

 Security Section

Chair --- Litvinov, Boris, Academician (ITAR-TASS 1404 GMT 18 Sep 00).

• Litvinov, who chairs the security section under the Atomic Energy Ministry's Scientific and Technological Council, works as deputy head of the Russian Federal Nuclear Centre and was the chief designer of Russian nuclear warheads for many years. (ITAR-TASS 1404 GMT 18 Sep 00).

Structural Directory of Russia's Nuclear Sector

(<Nuclear.ru>, 1 Dec 00, [Source date uncertain. Date given is the date of download from the internet])

[FBIS Translated Text]

 The Ministry of Atomic Energy of the Russian Federation. Structure of the Ministry of Atomic Energy.

1. Nuclear Fuel Cycle, Department of the

2. nuclear munitions, department for the development and testing of, 3. nuclear munitions industry, department of the, 4. atomic power engineering, department for, 5. branch economics and planning, department of,, 6. social policy, production relations, and personnel, department of, 7. security and emergency situations, department for, 8. international economic cooperation, department for, 9. atomic science and technology, department for, 10. finance, analysis, and computation department for, 11. information, nuclear materials, and facilities, department for the protection of, 12. atomic facilities construction, department for, 13. normative-legal security and regulation of forms of property, department for, 14. department for the conversion of atomic industry., 15. directorate of bookkeeping and accounts., 16. social-productive directorate., 17. directorate for business and protocol of the ministry., 18. directorate for the optimization of productive-economic relations., 19. directorate for the security of the activities of the scientific and scientific-technological councils., 20. directorate for ecology and the removal of nuclear facilities from operation., 21. directorate for atomic machine-building and instrument-making., scientific-technical directorate. aleksandr anatolyevich.

Chief --- Matveyev, ??  Telephone: (095) 9116411. Office: Telephone (095) 9123911. Fax: (095) 9124041.

Professional emergency-rescue units of the Ministry of Atomic Energy of Russia:

 "Eprom", the center for emergency-rescue underwater-technical operations.

 Address: 143392 Moscow oblast., Naro-Fominskiy rayon, Selyatino. Director: Mikhail Nikolayevich Gumenok, Chief of Center. Telephone: (812) 2475669. Fax: (812) 2475798. Web: http:

www.atom.nw.ru

 The Emergency-Technical Center (Novovoronezh).

 Address: 396072 Voronenezh oblast., Novovoronezh. Director: Ivan Ivanovich Burdin, Director of Center. Telephone: (07364) 20268. Fax: (07464) 20268.

 Emergency-Technical Center (Sarov).

 Address: 607200 Nizhegorodod oblast, Sarov. Director: Vladislav Viktorovich Kuznetsov, Director of Center. Telephone: (83130) 45708. Fax: (83130) 45979.

 Emergency-Technical Center (Snezhinsk)

 Address: 456770 Chelyabinsk oblast., Snezhinsk. Director: Lev Vladimirovich Borisov, Director of Center. Telephone: (35172) 32424.

 Emergency-Technical Center (Seversk).

 Address: 636070 Tomsk oblast, Seversk Director[Sic. No director listed].

 Telephone: (38242) 62693. Fax: (38242) 21146.

 Gas-Rescue Station of the Joint-Stock Company, "Kirovo-Chepetsk Chemical Combine".

 Address: 631020 Kirov oblast., Kirovo-Chepetsk, Pozharnyy Lane., 7. Director: Nikolay Ivanovich Aprin. Telephone: (83361) 94204. Fax: (30245) 25121.

 Separate Militarized Mine-Rescue Detachment of the Priargunskiy Mining-Chemical Production Association.

 Director: Vladimir Georgiyevich Bondarev, Chief of Detachment. Telephone: (30245) 25781. Fax: (30245) 25121.

 Engineering-Technical and Training Center for Robotics.

 Address: 127410 Moscow, Altufyev Highway, 43. Director: Nikolay Aleksandrovich Sidorkin, Director of Center. Telephone: (095) 4899032. Fax: (095) 4899032. [Sic: Telephone and fax numbers are the same.]

3. Closed Administrative-Territorial Formations.

 Zhelznogorsk (Krasnoyarsk-26).

 Address: 660026 Krasnoyarsk kray. Zhelznogorsk, XXII Partsyezd Street, 21. Director: Andrey Vasilyevich Katargin, Head of Administration. Telephone: (39197) 26048. Web: http:

www.adm26.krasnoyarsk.su Population: About 105,000.

 The Mining-Chemical Combine.

 Address: 660033 Krasnoyarsk kray, Zheleznogorsk, Lenin Street, 53. Director: Vasiliy Vasilyevich Zhitkov, General Director. Telephone: (39197) 32001, 32290. Fax: (39197) 320374

 Science and Production Association of Applied Mechanics.

 Address: 660033 Krasnoyarsk kray, Zheleznogorsk, Lenin Street, 52. Director: Mikhail Fedorovich Reshetnev. Telephone: (39197) 21759, 32032 Fax: (39197) 22635

 Construction-Industrial Joint-Stock Company, "Sibkhimstroy".

 Address: 660033 Krasnoyarsk kray, Zheleznogorsk, Shtefan Street, 1. Director: Vladimir Mikaylovich Kiyayev. Telephone: (39197) 22076. Fax: (39197) 29839.

 "Sibkhimmontazh" Trust.

 Address: 660033 Krasnoyarsk kray, Zheleznogorsk, Severnaya Street, 9. Director: Viktor Chukhno Mikhaylovich. Telephone: (39197) 26802.

 Krasnoyarskiy State Design and Research Institute. Address: 660026 Krasnoyarsk kray. Zheleznogorsk, Lenin Street, 39. Director: Yuriy Nikolayevich Baskakov. Telephone: (39197) 25625. Fax: (39197) 25625.

 Krasnoyarsk Industrial College. Address: 662990 Krasnoyarsk kray, Zheleznogorsk, Sverdlov Street, 5. Director: Yevgeniy Borisovich Vasilyev. Telephone: (39197) 23944.

 Zarechnyy (Penza-16). Address: 440901 Penza oblast, Zarechnyy, 30-th Anniversary of Pobeda [Victory] Street, 27. Director: Vyacheslav Vasilyevich Sergeyev, Head of Administration. Telephone: (8412) 664988. Fax: (8412) 664979. Web: http:

zarechnyy.penza.ru Population: About 65,000.

 Production Association, "Start", a State enterprise. Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Anatoliy Andreyevich Yesin, General Director. Telephone: (8412) 550907. Fax: (8412) 665 887.

 Open-Type Joint-Stock Company, "Penza Directorate of Construction". Address: 440019 Penza oblast, Zarechnyy, Komsomol Street, 41. Director: Nikolay Semenovich Konolenko. Telephone: (8412) 550907. Fax: (8412) 550973.

 State Unitary Branch SNPO [Special Science and Production Association], "Yeleron". (Scientific- Research and Design Institute of Radio- Electronic Engineering.) Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Yuriy Aleksandrovich Olenin. Telephone: (8412) 692474. Fax: (8412) 552528.

 Central Scientific Research Laboratory. Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Vladimir Mikhaylovich Sorokin. Telephone: (8412) 692706.

 Zarechnyy Industrial College (a municipal educational establishment). Address: 440901 Penza oblast, Zarechnyy, Lenin Street, 10. Director: Vasiliy Georgiyevich Zelenskiy. Telephone: (8412) 692182.

 Zelenogorsk (Krasnoyarsk-45). Address: 663690 Krasnoyarsk kray, Zelenogorsk, Mir street, 15. Director: Valentin Grigoryevich Kazachenko, Head of Administration. Telephone: (39169) 35532. Fax: (39169) 35640, 35993. Population: About 65,000.

 Electro-Chemical Plant. Address: 663690 Krasnoyarsk kray, Zelenogorsk. Director: Anatoliy Nikolayevich Shubin, General Director. Telephone: (39169) 33350, 33321. Fax: (39169) 24225, 21262. Teletype: 288 845 "Tayfun".

 Joint-Stock Company, "Sibvolonko". Address: 663960 Krasnoyarsk kray, Zelenogorsk, Joint-Stock Company, "Sibvolonko". Director: Petr Pavlovich Kostyushko. Telephone: (39169) 23020, 24405. Fax: (39169) 28122, 24087. Telex: 288 145 SV SU.

 Contruction-Industrial Joint-Stock Company, "Directorate of Construction No. 604". Address: 663960 Krasnoyarsk kray, Zelenogorsk, Kalinin Street, 25. Director: Anatoliy Yakovlevich Kurdyukov. Telephone: (39169) 35722. Fax: (39169) 24940.

 Krasnoyarsk Electro-Mechanical Engineering College. Address: 663690 Krasnoyarsk kray, Zelenogorsk, Bortnikov Street, 13. Director: Grigoriy Antipyevich Porsyev. Telephone: (39169) 34433.

 Lesnoy (Sverdlovsk-45). Address: 624200 Sverdlovsk oblast, city of Lesnoy, Karl Marks [Marx] Street, 8. Director: Aleksandr Ivanovich Ivannikov, Head of Administration. Telephone: (34342) 57509. Fax: (34342) 24402. Population: 55,000.

 Fiftieth Anniversary of the USSR Combine, "Elektrokhimpribor". Director: Leonid Aleksyevich Polyakov, General Director. Telephone: (34342) 24373. Teletype: 721 549 "Kedr".

 Construction-Industrial Joint-Stock Company, "Severouralskoye Directorate of Construction". Address: 620045 Sverdslovsk oblast, city of Lesnoy, Lenin Street, 76. Director: Vladimir Timofeyevich Nesterenko. Telephone: (34342) 69271. Fax: (34342) 24054, 24681.

 Polytechnic Institute of Moscow State Engineering-Physical Institute. Address: 620045 Sverdlovsk oblast, city of Lesnoy, Kommunist Avenue, 36. Director: Vyacheslav Mikhaylovich Krapal, Rector. Telephone: (34342) 60693. Fax: (34342) 55621.

 Novouralsk (Sverdlovsk-44). Address: 624130 Sverdlovsk oblast, city of Novouralsk, Michurin Street, 33. Director: Valentin Yegorovich Feldman, Head of Administration. Telephone: (34370) 23260. Web: http:

www.novouralsk.ru Population: 95,000.

 Ural Electro-Chemical Combine. Address: 624130 Sverdlovsk oblast, city of Novouralsk, Dzerzhinskiy Street, 2. Director: Anatoliy Petrovich Knutarev, General Director. Telephone: (34370) 92424. Fax: (34370) 94141. Telex: 721 742 RIKON SU. Web: http:

www.ricon.e-burg.ru Teletype: 348823, 348813 "Tiris".

 Construction-Industrial Joint-Stock Company, "Sredneural Directorate of Construction". Address: 620114 Sverdlovsk oblast, city of Novouralsk, Dzerzhinskiy Street, 13. Director: Petr Ivanovich Bokov. Telephone: (34370) 24961. Fax: (34370) 40977.

 Novouralsk Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 624130 Sverdlovsk oblast, city of Novouralsk-3, Lenin Street, 85. Director: Aleksey Petrovich Dyagilev, Rector. Telephone: (34370) 23580.

 Ural Institute for the Advancement of Qualification, "Progress". Address: 624133 Sverdlovsk oblast, city of Novouralsk, Pervomayskaya Street, 107. Director: Valeriy Ivanovich Makarov. Telephone: (34370) 91601. Fax: (34370) 91354. Web: http:

www.aib.ru/~uipk

/ Ural Polytechnic College. Address: 624130 Severdlovsk oblast, Novouralsk-3, Lenin Street, 85. Director: Leonid Nikolayevich Mochalov. Telephone: (34370) 22497.

 Sarov (Arzamas-16). Address: 607200 Nizhegorod oblast, Sarov. Director: Gennadiy Zakirovich Karatayev. Telephone: (83130) 11303. Fax: (83130) 58789. Population: 85,000.

 The All-Russian Scientific-Research Institute of Experimental Physics of the Russian Federal Nuclear Center. Address: 607190 Nizhegorod oblast, Sarov, Mir Avenue, 37. Director: Radiy Ivanovich Ilkayev. Telephone: (83130) 56951, 11264, 11803. Fax: (83130) 53808, 54565. Telex: 151 109 APCA Web: http:

www.vniief.ru

 Electro-Mechanical Plant, "Avangard". Address: 607200 Nizhegorod oblast, City of Sarov, Yuzhnoye, area 6. Director: Yuriy Kuzmich Zavlishin. Telephone: (83130) 11077.

 Sarov Construction-Industrial Joint-Stock Company. Address: 607200 Nizhegorod oblast, Sarov, Silkin Street, 13. Director: Georgiy Georgiyevich Bulgakov. Telephone: (83130) 45994.

 State Unitary Scientific-Technical Enterprise, "Efkon". Address: 601190 Nizhegorod oblast, Sarov, Yunost Street, 22. Director: Anatoliy Petrovich Inozemtsev. Telephone: (83130) 45705. Fax: (83130) 45994..

 Central Laboratory for the Protection of the Environment. Address: 607190 Nizhegorod oblast, Sarov, P. O. Box [Russian: a/ya--abonenenitnyy yashchik] 423. Director: Vasiliy Dmitriyevich Davidyuk. Telephone: (83130) 45288. Fax: (83130) 45288. [Sic. Fax no. is same as tel. no.].

 Sarov Physics-Technical Institute of Moscow State Engineering Physics Institute. Address: 607200 Nizhegorod oblast, Sarov, Dukhov Street, 6. Director: Yuriy Petrovich Shcherbak, Rector. Telephone: (83130) 59809.

 Seversk (Tomsk-7). Address: 636070 Tomsk oblast, city of Seversk, Kommunist Street, 51. Director: Nikolay Ivanovich Kuzmenko, Head of Administration. Telephone: (3822) 222159, 774760. Fax: (3822) 776728. Web: http:

www.seversk.ru Population: About 110,000.

 Siberian Chemical Combine. Address: 636070 Tomsk oblast, city of Seversk, Kurchatov Street, 1. Director: Valeriy Konstantinovich Larin, General Director. Telephone: (3822) 771798. Fax: (3822) 772528. Web: http:

www.shk.tsk.ru

 Construction-Industrial Joint-Stock Company, "Khimstroy". Address: 636070 Tomsk oblast, city of Seversk, Transport Street, 32. Director: Gennadiy Sergeyevich Molokanov, General Director. Telephone: (3822) 776460. Fax: (3822) 241520.

 Open-Type Joint-Stock Company, "Promekhanomontazh". Address: 636070 Tomsk oblast, city of Seversk, P. O. Box 494. Director: Anatoliy Vladimirovich Maksimenko, General Director. Telephone: (3822) 784900. Fax: (3822) 241520.

 Joint-Stock Company, "Spetskhimmontazh". Address: 636070 Tomsk oblast, city of Seversk, P. O. Box 563. Director: Boris Alekseyevich Kormashov. Telephone: (3822) 777932. Fax: (3822) 776939.

 Tomsk State Design-Research Institute, VNIPIET [All-Russian Design and Scientific-Research Institute of Power Technology] Address: 634039 Tomsk oblast, Seversk, Kurchatov Street, 2. Director: Mishin Vitaliy Alekseyevich. Telephone: (3822) 760913. Fax: (3822) 760913 [Sic. Fax no. is same as tel. no.].

 Siberian Branch of "GNTs RF VNIINM" [State Science Center of the Russian federation, All- Russian Scientific-Research Institute of Inorganic Materials]. Address: 634018 Tomsk oblast, Seversk, Lermontov Street, 13. Director: Aleksandr Yakovlevich Svarovskiy. Telephone: (38242) 61880. Fax: (3822) 776739.

 Seversk Technological Institute of Tomsk Polytechnic University. Address: 634036 Tomsk-36, Kommunist Avenue, 65. Director: Aleksandr Nikolayevich Zhiganov, Rector/ Telephone: (3822) 779529.

 Seversk Industrial College (a municipal educational establishment). Address: 636070 Tomsk oblast, Seversk, Kommunist Avenue, 65. Director: Aleksandr Nikolayevich Zhiganov. Telephone: (3822) 779529.

 Snezhinsk (Chelyabinsk-70). Address: 454070 Chelyabinsk oblast, city of Snezhinsk, Sverdlov Street, 24. Director: Anatoliy Vladimirovich Oplanchuk, Head of Administration. Telephone: (35172) 32573. Fax: (35172) 32385. Population: 50,000.

 The All-Union Scientific Research Institute of Technical Physics--the Russian Federal Nuclear Center. Address: 456770 Chelyabinsk oblast, city of Snezhinsk, P. O. Box 245. Director: Georgiy Nikolayevich Rykovanov. Telephone: (35172) 32028. Fax: (35172) 32351. Telex: 124 846 SNOW SU. Web: http:

www.vniitf.ru

 Snezhinsk Physics-Technical Institute--a branch of Moscow State Engineering-Physics Institute. Address: 456776 Chelyabinsk oblast, city of Snezhinsk, Mir Street, 6/8. Director: Vladimir Makarovich Skovpen, Rector. Telephone: (35172) 32422. Fax: (35172) 32526.

 Trekhgornyy (Zlatoust-36). Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Mir Street, 6. Director: Nikolay Andreyevich Lubenets. Telephone: (351112) 7001. Fax: (351112) 7042. Population: About 40,000.

 Instrument-Making Plant. Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Instrument-Making Plant. Director: Aleksandr Vasilyevich Dolinin, General Director. Telephone: (351112) 5121, 5123, 5210. Fax: (351112) 1622.

 Design-Construction-Industrial Joint-Stock Company, "Ural". Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Street Stroiteley [Street of the Builders], 6. Director: Galina Ivanovna Morozova. Telephone (35111) 67061. Fax: (35111) 651120.

 Trekhgornyy Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Mir Street, 17. Director: Fedor Ivanovich Dolinin. Telephone: (35111) 67067.

 Ozersk (Chelyabinsk-65). Address: 456784 Chelyabinsk oblast, city of Ozersk, Lenin Avenue, 30a. Director: Sergey Georgiyevich Chernyshev. Head of Administration. Telephone: (35171) 78959. Population: About 100,000.

 Production Association, "Mayak". Address: 456065 Chelyabinsk oblast, city of Ozersk, Lenin Avenue, 31. Director: Vitaliy Ivanovich Sadovnikov, General Director. Telephone: (35151) 31659. Fax: (35171) 73911. Telex: 124 864 ATOM SU.

 Closed-Type Joint-Stock Company, "Yuzhno-Ural Directorate of Construction". Address: 456064 Chelyabinsk oblast, city of Ozersk, Oktyabr Street, 7. Director: Aleksey Georgiyevich Belotnitskiy. Telephone: (35171) 45253. Fax: (35171) 73911.

 Open-Type Joint-Stock Company, "Uralprommontazh", an installation-industrial company. Address: 456065 Chelyabinsk oblast, city of Ozersk, Semenov Street, 22. Director: Sergey Vladimirovich Voloshin. Telephone: (35171) 79250. Fax: (35171) 22214.

 Joint-Stock Company, "Uralgidromontazh" Address: 456065 Chelyabinsk oblast, city of Ozersk, Semenov street, 22. Director: Anatoliy Ivanovich Loboda. Telephone: (35171) 79303. Fax: (35171) 73041.

 Ural State Design-Research Institute, "VNIPIET" [see expansion of acronym above]. Address: 454065 Chelyabinsk oblast, Ozersk, Oktyabr Street, 11. Director: Leonid Vladimirovich Vaganov. Telephone: (35171) 79550. Fax: (35171) 73822.

 Ozersk Technological Institute of Moscow State Engineering-Physics Institute. Address: 456783 Chelyabinsk oblast, city of Ozersk, Pobeda Avenue, 48. Director: Yuriy Nikolayevich Stepanov. Telephone: (35171) 446646

 Yuzhnoural Polytechnic College. Address: 456783 Chelyabinsk oblast, Ozersk, Pobeda Avenue, 48. Director: Angelina Valentinovna Tomanovna. Telephone: (35171) 44623.

4. The "Rosenergoatom" Concern, the atomic electrical power stations and "Rosenergoatom" Concern enterprises.

 State Concern, "Rosenergoatom". Address: 101000 Moscow, P. O. Box 912. Director: Erik Nikolayevich Pozdyshev. Telephone: Chancellery: (095) 239740. Fax: Chancellery: (095) 2392724. Web: http:

www.rosatom.ru

 Structure of "Rosenergoatom" Concern. Department for the Utilization of Atomic Power Stations and Water-Cooled Reactors. Department for the Utilization of Atomic Power Stations with Fuel-Channel-Type and Fast Reactors. Department for Technical Servicing and Repair of Atomic Power Stations. Department for Technical Inspection and Control and Monitoring of Security. Department for the Licensing of the Utilization of Atomic power Stations. Management for Protection of Nuclear Facilities and Materials. Department for Emergency Control and Prevention of Accidents. Department for Scientific-Technical Support. Structural Design Department. Management for Expertise and Prospective Technologies. Management for Major Construction. Management for Provision of Utilization and Repair. Management for Provision of Nuclear Fuel. Management for Investment Resources. Department of Economics. Department of Finances. Management for Property and Capital. Department for Book-Keeping and Accounting. Department for Auditing Activities. Management for Inspection Work. Legal Department. Department for International Activities. Management of Export. Management of FOREM [Federal Wholesale Market for Electricity and Generating Capacity].. Department for Sales. Directorate of Business Affairs.

 Atomic power stations:

 Balakov Atomic Power Station. Beloyarsk Atomic Power Station. Bilibin Atomic Power Station. Kalinin Atomic Power Station. Kolsk Atomic Power Station. Kursk Atomic Power Station. Leningrad Atomic Power Station. Novovoronezh Atomic Power Station. Smolensk Atomic Power Station.

 Enterprises included in the structure of the "Rosenergoatom" Concern. Branch State Unitary Enterprise, "Energoatomfinans". Address: 123298 Moscow, Narodnoye Opolcheniye Street, 40, building 2. Director: Mikhail Vasilyevich Komissarov. Telephone: (095) 1926174. Fax: (095) 1926174. [Sic: Fax no. is same as tel. no.].

 Branch State Unitary Enterprise, "Atomstroyinvest". Address: 123298 Moscow, Narodnoye Opolcheniye Street, 40, building 2. Director: Vitaliy Vladimirovich Veselov. Telephone: (095) 1926029. Fax: (095) 1926029.[Sic: Fax no. is same as tel. no.].

 Branch State Unitary Enterprise "Kontrolno-Priemochnaya Inspektsiya". Address: 101000 Moscow, P. O. Box 912. Director: Vladimir Ilich Nikitenko. Telephone: (095) 2392436. Fax: (095) 2392436. [Sic. Fax no. is same as tel. no.].

 Branch State Unitary Enterprise, "Press-Tsentr Kontserna". Address: 109507 Moscow, Ferganskaya Street, 25. Director: Andrey Grigoryevich Polous. Telephone: (095) 2384894. Fax: (095) 2392016.

 Branch State Unitary Enterprise, "Atom-Servis". Address: 123298 Moscow, Narodnoye Opolcheniye Street, building 2. Director: Grigoriy Alekseyevich Serafimov. Telephone: (095) 1927674.

 Branch State Unitary Enterprise, "Kursk Specialized Installment Directorate".". Address: 307239 Kursk oblast, Kurchatov. Director: Nikolay Maksimovich Kovalev. Telephone: (07131) 46395. Fax: (07131) 46395. [Sic: Fax no. is same as tel. no.].

 (5). "TVEL" [Fuel Element] Concern. Open Joint-Stock Company, "TVEL".. Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Vitaliy Fedorovich Konovalov, President. Petr Ivanovich Lavrenyuk, Vice President. Leonid Dmitriyevich Proskuryakov, Vice President. Vladimir Alekseyevich Zubakov, Vice President. Vyacheslav Mikhaylovich Kozhin, Vice President. Telephone: (095) 2394440. Fax: (095) 2394404. Web: http:

www.tvel.ru

/ Structure:

 Management for Commerce. Management for Productive-Technical Issues and Security. Management for Scientific-Technical Development. Management for Economics and Corporative Planning. Management for Economic Strategy and Control of Property. Management for International and External Economic Activities. Management for Financial Accounts and Analysis. Management for General Issues and Social Development. Legal Section.

 Open Joint-Stock Company, "TVEL Concern". Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Vladimir Vladimirovich Karetnikov, General Director. Telephone: (095) 2394788.

 Trans-Baykal Mining-Concentrating Combine (ZabGOK).

 Address: 673382 Chitin oblast, Pervomayskiy Square, Mir Street,18. Director: Gennadiy Mikhaylovich Adosik. Telephone: (302) 42302. Fax: (30262) 41010.

 Krasnoyarsk Chemical-Metallurgical Plant (KKhMZ). Address: 660079 Krasnoyarsk, Matrosov Street, 30. Director: Dmitriy Mikhaylovich Kovyadin. Telephone: (3912) 660185. Fax: (3912) 340939.

 Chepetsk Mechanical plant (ChMZ). Address: 427000 Respublika Udmurtiya, city of Glazov, Belov Street, 7. Telephone: (34141) 72415. Fax: (34141) 72994. Web: http:

www.chmz.udm.net

/ Moscow Plant of Polymetals (MZP).

 Address: 115409 Moscow, Kashirskoye Highway, 49. Director: Valeriy Viktorovich Kryukov, General Director. Telephone: (095) 3247234. Fax: (095) 7428298.

 Novosibirsk Plant of Chemical Concentrates (NZKhK). Address: 638038 Novosibirsk, B. Khmelnitskiy Street, 94. Director: Vladimir Leonidovich Afanasyev. Telephone: (3832) 748454. Fax: (3832) 743071.

 Machine-Building Plant (MSZ). Address: 144001 Moscow oblast, city of Elektrostal, K. Marks [Marx] Street, 12. Director: Valeriy Alekseyevich Mezhuyev, General Director. Telephone: (095) 7029901. Fax: (095) 7029221.

 Production Association, "Ulbinskiy Metallurgical Plant". Address: 492026 Respublika Kazakhstan, city of Ust-Kamenogorsk, Shkolnoye Highway, 102. Director: Vitaliy Grogoryevich Khadeyev, General Director. Telephone: (3232) 475043. Fax: (3232) 640683.

 Joint-Stock Company "Commercial Center, 100". Address: 127253 Moscow, Dmitrovskoye Highway, 116, building 3. Director: Aleksey Vasilyevich Goncharov. Telephone: (095) 4007474. Fax: (095) 4007277.

 (6). Joint-Stock Company "Atomredmetzoloto" (enterprise). Address: 109017 Moscow, B. Ordynka Street, building 24/26. Director: Vyacheslav Vladimirovich Krotkov, General Director. Telephone: 2394668 (reception room). Fax: 2394679. Director Vitaliy Vasilyevich Shatalov--2392174. Director Yuriy Vasilyevich Nesterov--2394775. Director: Boris Fedorovich Shevchenko--2392430.

 Open-Type Joint-Stock Company, "Priargunskoye Proizvodstvennoye Gorno-Khimicheskoye Obyedineniye" [Priargunskiy Mining-Chemical Production association] (AOOT "PPGKhO"). Address: 674665 Chitin oblast, city of Krasnokamensk. Director: Valeriy Konstantinovich Larin, General Director. Telephone: (30245) 46911. Fax: (86535) 50131.

 Lermontov State Enterprise, "Almaz" Address: 357340 Stavropol kray, city of Lermontov, Promyshlennaya Street, building 7. Director: Nikolay Nikolayevich Gridin, General Director. Telephone: (86535) 50131. Fax: (86535) 52313.

 State Unitary Enterprise, "Gidrometallurgical Zavod" [Hydro-Metallurgical Plant] (GUP "GMZ"). Address: 357340 Stavropol kray, city of Lermontov, Promyshlennaya Street, building 7. Director: Sergey Vasilyevich Pashkov, General Director. Telephone: (86535) 52313. Fax: (86535) 52313 [Sic. Fax no. is same as telephone number].

 State Unitary Enterprise, "Electromekhanicheskiy Zavod" [Electro-Mechanical Plant]. Address: 357340 Stavropol kray, city of Lermontov, Promyshlennaya Street, building 7. Director: Valeriy Ivanovich Minenkov. Telephone: (86535) 50350. Fax: (34365) 52077.

 Rodniki Directorate of Enterprises. Address: 155240 Ivanov oblast, city of Rodniki. Director: Nikolay Petrovich Vorobyev. Telephone: (09336) 23464. Fax: (09336) 23464 [Sic. Fax no. is same as telephone no.].

 Yekaterinburg Plant, "Kauchuk". Address: 620023 city of Yekaterinburg, Garshin Street, building 7. Director: Aleksandr Vasilyevich Svytko. Telephone: (3432) 254905. Fax: (3432) 250262.

 Joint-Stock company "Nauchno-Issledovatelskoye Eksperimentalnoye Predpriyatiye" [Scientific- Research Experimental Enterprise] (AO "NIEP"). Address: 143392 Moscow oblast, Narofominskiy rayon, settlement of Selyatino. Director: Vladimir Nikolayevich Kuznetsov. Telephone: (095) 4365697. Fax: (095) 4365697 [Sic. Fax no. and tel. no. are the same].

 Federal State Enterprise, "Ekspeditsiya No. 2" [Expedition No. 2]. Address: 163056 Arkhangelsk-56. Director: Anatoliy Andreyevich Gerasimov.

 Joint-Stock Company, "Severalmaz". Address: 163061 city of Arkhangelsk, Sadovaya Street, building 2 Director: Vitaliy Sergeyevich Fertygin, General Director. Telephone: (8182) 496112. Fax: (8182) 496112. [Sic. Fax no. is same as tel. No.].

 Production Association, "Vostokredmet". Address: 735730 Respublika Tadzhikistan, Leninabad oblast, city of Chkalovsk, Oplanchuk Street, 10. Director: Zafar Abdukkakhorovich Razykov, General Director. Telephone: (37771) 54434. Fax: (37771) 50945.

 Navon Mining-Metallurgical Combine. Address: 706800 Respublika Uzbekistan, city of Navon, Navon street, building 27. Director: Nikolay Ivanovich Kucherskiy, General Director. Telephone: (43622) 32928. Fax: (31745) 91456.

 Holding Company, "Tselinnoye Proizvodstvennoye Gorno-Khimicheskoye Obedineniye" [Virgin Land Mining-Chemical Production Association]. Address: 474456 Respublika Kazakhstan, Akhmalin oblast, city of Stepnogorsk. Director: Yuriy Nikolayevich Filtsev, General Director. Telephone: (31745) 92464. Fax: (31745) 91456.

 Kara-Balta Mining Combine. Address: 720398 Respublika Kirgizstan, city of Kara-Balta, Trud Street, building 1. Director: Zhaman Iymanbekovich Kazakbayev. Telephone: (33133) 23018. Fax: (33133) 23018. [Sic. Fax no. is same as tel. no.].

 Science and Production Association, "Vostochnyy Gorno-Obogatelnyy Kombinat" [Eastern Mining Concentrating Combine]. Address: 322530 Respublika Ukraina, Dnepropetrov oblast, city of Zheltyye Vody, Gorkiy street, building 2. Director: Mikhail Ivanovich Babak, General Director. Telephone: (05652) 55309. Fax: (05652) 33005.

 (7). Machine-Building and Instrument-Making Plants of the Ministry of Atomic Energy of the Russian Federation.

 Angarsk Electrolysis Chemical Combine (AEKhK). Address: 665804 Irkutsk oblast, city of Angarsk. Director: Viktor Panteleymonovich Shopen, General Director. Telephone: (39518) 40710. Fax: (39518) 66715.

 B. P. Konstantinov Kirovo-Chepeteskiy Chemical Combine. Address: 613020 Kirov oblast, city of Kirovo-Chepetsk, Pozharnyy Lane., 7. Director: Boris Ivanovich Drozhdin, General director. Telephone: (8332) 624829, 624205. Fax: (8332) 627921.

 Experimental Chemical-Technological Plant. Address: 125239 Moscow, Likhoborskaya Embankment, 11. Director: Anatoliy Aleksandrovich Matveyev. Telephone: (095) 9132289.

 Scientific Design-Technological Firm of Non-traditional Methods for the Processing of Different Materials ("Netram" firm). Address: 123060 Moscow, P. O. Box 155. Director: Boris Vladimirovich Safronov. Telephone: (095) 1908089. Fax: (095) 1960038.

 Joint-Stock Company, "Mashinostroitelnyy Zavod Invis" (Machine-Building Plant "Invis"]. Address: 427600, Respublika Udmurtiya, city of Glazov Director: Vladimir Anatolyevich Yekhlakov. Telephone: (34141) 73784. Fax: (34141) 36440.

 Production Association, "Mashinostroyitelnyy Zavod, Molniya" [Machine-Building Plant, "Lightning"] (PO MSZ "Molniya"). Address: 109391 Moscow, Ryazanskiy Avenue, 6a. Director: Vladimir Ivanovich Nikolaichev. Telephone: (095) 1713460. Fax: (095) 1716761.

 Electro-Mechanical Plant, "Avangard" (EMZ "Avangard"). Address: Nizhegorod oblast, city of Sarov, Nizhnyeye Highway, 6. Director: Yuriy Kuzmich Zavalishin. Telephone: (83130) 45881. Fax: (83130) 45090.

 Nizhnyaya Tura Machine-Building plant, "Venta". Address: 624350 Sverdlovsk oblast, city of Nizhnyaya Tura, Malyshev Street, 2a. Director: Sergey Vladimirovich Nastin. Telephone: (34342) 23020. Fax: (34342) 20733.

 Ural Electro-Mechanical plant (UMZ). Address: 620151 Yekaterinburg, Studentskaya Street, 9. Director: Leonid Mikhaylovich Kuznetsov. Telephone: (3432) 741281. Fax: (3432) 413370.

 "Elvaks" Plant. Address: 141420 Moscow oblast, Skhodnya, Pervomayskaya Street, 54. Director: Yuriy Georgiyevich Kolmogorov. Telephone: (095) 5742400. Fax: (095) 5740162.

 State Enterprise, "Krasnaya Zvezda" [Red Star]. Address: 115230 Moscow, Electrolytic Avenue, 1a. Director: Vladimir Sergeyevich Vasilkovskiy. Telephone: (095) 1132309. Fax: (095) 1133488.

 Production Association, "Sever" [North]. Address: 630075 Novosibirsk, Obyedineniye Street, 3. Director: Aleksey Nikolayevich Gorb. Telephone (3832) 255573. Fax: (3832) 741465.

 Instrument Plant, "Kristall" [Crystal]. Address: 613020 Kirov oblast, city of Kirovo-Chepetsk, Kirov Avenue, 16. Director: Aleksandr Mikhaylovich Fadeichev. Telephone: (83361) 14913. Fax: (83361) 12150.

 Joint-Stock Company, "Priborstroitelnyy Zavod, Signal" [Instrument-Making Plant, "Signal"]. Address: 249020 Kaluga oblast, city of Obninsk, Lenin Street, 121. Director: Vyacheslav Aleksandrovich Anisimov. Telephone: (08439) 79195. Fax: (08439) 40314.

 Joint-Stock Company, "Pribornyy Zavod, Tenzor" [Instrument Plant, "Tensor"]. Address: 141980 Moscow oblast, city of Dubna, Street Priborstroiltelney [Street of the Instrument- Makers], 2. Director: Igor Borisovich Barsukov. Telephone: (221) 45524. Fax: (221) 46124.

 Joint-Stock Company, "Pyatigorsk Zavod, Impuls" [Pyatigorsk Plant, Impulse]. Address: 357500, Stavropol kray, city of Pyatigorsk, Malgyn street, 5. Director: Sergey Ivanovich Kuzmenko. Telephone: (87933) 54554. Fax: (87933) 78936.

 TOO [Limited Partnership], "Konsit-A". Address: 109180 Moscow, P. O. Box 29. Director: Yuriy Arkadyevich Brodskiy. Telephone: (095) 2360416. Fax: (095) 2394054.

 Joint-Stock Company, "Gorkiy Kimry Fabrika" [Kimry Factory in the name Gorky]. Address: 171510 Tver oblast, Kimry, Pushkin Street, 72a. Director: Lev Nikolayevich Bocharov. Telephone: (08236) 32156. Fax: (08326) 31027.

 Joint-Stock Company, "Energomashinostroitelnaya Korporatsiya, Atommash" [Power-Machine Building Corporation, "Atommash"]. Address: 347340 Rostov-on-the-Don, Volgodonsk-13. Director: Aleksey Ivanovich Golovin, General Director. Telephone: (86392) 20745. Fax: (86392) 21358.

 Joint-Stock Company, "Karimos", affiliated to the Ministry of Atomic Energy of Russia. Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Aleksandra Nikolayevna Strepikheyevna, Director for Development. Telephone: (095) 2392440. Fax: (095) 2316860.

 Production-Technical Center, "Komito". Address: 107113 Moscow, Verkhne-Krasnoselskaya Street, 16. Director: Vasiliy Matveyevich Monakov. Telephone: (095) 2642995. Fax: (095) 264258.

 Kanash Plant for Technological Equipping. Address: 429300 Respublika Chuvashiya, city of Kanash, Svoboda Street, 36. Director: Vyacheslav Aleksandrovich Kuznetsov. Telephone: (83533) 31994. Fax: (83533) 31994. [Sic. Fax no. is same as tel. no.].

 Joint-Stock Company, "Moskovskiy Tekhnicheskiy Tsentr, TESMO" [Moscow Technical Center, "TESMO"]. Address: 144001 Moscow oblast, city of Elektrostal, avenue 48. Director: Vyacheslav Mikhaylovich Pukhov. Telephone: (257) 59218. Fax: (095) 7029122.

 Joint-Stock Company, "Zavod Start" ["Start" Plant]. Address: 641730 Kurgan oblast, city of Dolmatovo, Rukmanis Street, 31. Director: Aleksandr Ivanovich Kolmogortsev. Telephone: (35252) 92163. Fax: (35252) 92175.

 Astrakhan Experimental Machine-Building Plant, "Sirius". Address: 414000 Astrakhan, Gilyanskaya Street, 94. Director: Aleksandr Vasilyevich Rogov. Telephone: (8512) 220416. Fax: (8512) 254220.

 Joint-Stock Company, "Vologoda Mashinostroitelnyy Zavod" [Vologda Machine-Building Plant]. Address: 160604 Vologda, Klubov Street, 5. Director: Leonid Borisovich Fedonov. Telephone: (8172) 257072. Fax: (8172) 257783.

 Makhachkala Machine-Building Plant of Separators. Address: 367014 Respublika Dagestan, city of Makhachkala, K. Marks [Marx] Avenue, 9. Director: Igor Gafurovich Gafurov. Telephone: (8722) 643193.

 Joint-Stock Company "Plavsk Mashinostroitelnyy Zavod" [Plavsk Machine-Building Plant]. Address: 301050 Tula oblast, city of Plavsk, Kommunarov Street, 25. Director: Viktor Georgiyevich Lifanov. Telephone: (08752) 21065. Fax: (08752) 22132.

 Joint-Stock Company, "Opytnyy Zavod, Luch" [Experimental Plant, "Light"]. Address: 142100 Moscow oblast, Podolsk, Zheleznodorozhnaya Street, 22. Director: Viktor Arsenyevich Petrov. Telephone: (095) 9564867. Fax: (095) 9561057.

 SKTB [Special Design and Technology Bureau] "UPMASH". Address: 144001 Moscow oblast, Elektrostal, P. O. Box 48. Director: Aleksandr Sergeyevich Igolkin. Telephone: (095) 7029150. Fax: (095) 7029150. [Sic. Fax no. is same as tel. no.].

 Production Organizations in the Complement of the Ministry of Atomic Energy of the Russian Federation:

 State Joint-Stock Company, "Oboronpromkompleks". Address: 109180 Moscow, Staromonetnyy Lane, 26. Director: Vladimir Mikhaylovich Bednyakov, General Director. Telephone: (095) 2392102. Fax: (095) 9533051.

 Joint-Stock Company, "Volgo-Vyatka Proizvodstvenno-Komplektovochnoye Predpriyatiye, Oboronpromkompleks" [Volgo-Vyatka Production Enterprise Unit of "Oboronpromkompleks"]. Address: 603124 Nizhniy Novgorod, Ayvazoskiy Street, 10a. Director: Yevgeniy Vasilyevich Selikhov, General Director. Telephone: (8312) 244398. Fax: (8312) 465470.

 Joint-Stock Company, "Yuzhno-Uralskoye Proizvodstvenno-Komplektochnoye Predpriyatiye, Oboronpromkompleks" [South Ural Production Enterprise Unit of "Oboronpromkompleks"]. Address: 454087 Chelyabinsk, 2-nd Potrebitelskaya Street, 2. Director: Viktor Grigoryevich Braslavskiy, General Director. Telephone: (3512) 621198. Fax: (3512) 621196.

 Western Siberia Joint-Stock Company, "Oboronpromkompleks". Address: 630075 Novosibirsk, B. Khmelnitskiy Street, 84a. Director: Mikhail Ivanovich Kulagin, General Director. Telephone: (3832) 763973. Fax: (3832) 763551.

 Joint-Stock Company, "Vostochno-Sibirskoye Proizvodstvennoye-Komplektovochnoye Predpriyatiye Oboronpromkompleks" [Eastern Siberia Production Enterprise Unit of "Oboronpromkompleks"]. Address: 664053 Irkutsk, P. O. Box 2497. Director: Georgiy Ivanovich Tarusin, General Director. Telephone: (3952) 453625. Fax: (3952) 456341.

 Northern Production Enterprise Unit of "Oboronpromkompleks". Address: 150000 Yaroslavl, General Post Office, P. O. Box 76. Director: Oleg Georgiyevich Pozdnyakov, General Director. Telephone: (0852) 231557. Fax: (0852) 558524.

 Joint-Stock Company, North-Western Production Enterprise Unit of "Oboronpromkompleks". Address: 196143 St. Petersburg, Predportovaya Street, 7-th Thoroughfare, 1. Director: Anatoliy Artemovich Kurlyandchik. Telephone: (812) 1223715. Fax: (812) 1226790.

 Joint-Stock Company, Tver Production Enterprise Unit of "Oboronpromkompleks". Address: 117000 Tver, General Post Office, P. O. Box 379. Director: Vladimir Genrikhovich Moryev, General Director. Telephone: (0822) 332697. Fax: (0822) 426388.

 Joint-Stock Company, North Caucasus Production Enterprise Unit of "Oboronpromkompleks". Address: 344104 Rostov-on-the-Don, Dovator Street, 154/1. Director: Anatoliy Ivanovich Pravdyuk, General Director. Telephone: (8632) 240322. Fax: (8632) 220914.

 Joint-Stock Company, Production Firm Unit of "Atompromresursy". Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Ivan Petrovich Guzhov. Telephone: (095) 2362325. Fax: (095) 9556068.

 Joint-Stock Company, "Atomprom". Address: 101000 Moscow, B. Ordynok Street, 24/26. Director: Roman Konstantinovich Rusalkin, General Director. Telephone: (095) 1119512. Fax: (095) 1119512. [Sic. Fax no. is same as tel. no.].

 Joint-Stock Company, "Kontrakt". Address: 101000 Moscow, Meshchanskaya Street, 7/21. Director: Andrey Grigoryevich Andrukh. Telephone: (095) 2841935. Fax: (095) 9710845.

 Joint-Stock Company, "Atomenergozapchast". Address: 396072 Voronezh oblast, Novovoronezh. Director: Vladimir Grigoryevich Churin. Telephone: (073674) 25567. Fax: (073674) 21898.

 Joint-Stock Company, Kursk Plant, "Atomremmash". Address: 307720 Kursk oblast, Kurchatov rayon, sub-division [Russian: p/o] Lukashovka. Director: Viktor Semenovich Kurilenko. Telephone: (07131) 21433. Fax: (07131) 61261.

 State Enterprise for Repair and Servicing of Atomic Power Stations, Production Association "Atomenergoremont". Address: 141011 Moscow oblast, Mytishci, Kommunist Street, 23. Director: Stanislav Stepanovich Chertov. Telephone: (095) 5821603. Fax: (095) 5819034.

 State Enterprise, "Kurskturboatomenergoremont". Address: 307239 Kursk oblast, Kurchatov. Director: Vladimir Prokopyevich Fedorenko. Telephone: (07131) 46258. Fax: (07131) 46258 [Sic. Fax no. is same as tel .no.].

 Joint-Stock Company, Perlov Plant of Power Equipment. Address: 141011 Moscow oblast, Mytishchi, Kommunist Street, 23. Director: Valeriy Ivanovich Zabrodin. Telephone: (095) 5813144 Fax: (095) 5813144 [Sic. Fax no. is same as tel. no.].

 State Production Enterprise, "Sevatomremont". Address: 184151 Murmanks oblast, Polyarnyye Zori. Director: Inarik Gayazovich Mukhametshin. Telephone: (81532) 65667. Fax: (095) 5813144

 "Atomtekhenergo", a firm for the setting up and improvement of the operation and organization of the management of atomic power stations. Address: 141011 Moscow oblast, Mytishchi, Kommunist Street, 23. Director: Anatoliy Grigoryevich Ivannikov. Telephone: (095) 5820454. Fax: (095) 5818011.

 Joint-Stock Company, Machine-Building Corporation, "SPLAV". Address: 173021 Velikiy Novgorod, Nezhinskaya Street, 61. Director: Yevgeniy Izyaslavovich Shulman, General Director. Telephone: (8162) 113003. Fax: (8162) 113002.

 Construction-Industrial Joint-Stock Companies and Plants for Construction Materials of the Ministry of Atomic Energy of the Russian Federation:

 Holding Company, Joint-Stock company "Progress", affiliated to the Ministry of Atomic Energy of Russia. Address: 101000 Moscow, B. Ordynka street, 24/26. Director: Ivan Yegorovich Deryabin. Telephone: (095) 9534553, 2394308. Fax: (095) 2394800.

 Construction-Industrial Joint-Stock Company, "Kirovo-Chepetsk Directorate of Construction". Address: 613020 Kirov oblast, Kirovo-Chepets, Shkolnaya Street, 2. Director: Aleksandr Romanovich Verba. Telephone: (83361) 10314. Fax: (83361) 19118.

 Construction-Industrial Joint-Stock Company, "Chepetsk Directorate of Construction". Address: 427600 Respublika Udmurtiya, city of Glazov, Belova Street, 7. Director: Vladimir Yuryevich Pereshein. Telephone: (34141) 72206. Fax: (34141) 34304.

 Construction-Industrial Joint-Stock Company, "North Ural Directorate of Construction". Address: 620045 Sverdlovsk oblast, city of Lesnoy, Lenin Street, 76. Director: Vladimir Timofeyevich Nesterenko. Telephone: (34342) 69271. Fax: (34342) 24054, 24681.

 Design-Construction-Industrial Joint-Stock company, "Ural". Address: 456236 Chelyabinsk oblast, Trekhgornyy, Street Stroiteley [Street of the Builders], 6. Director: Galina Ivanovna Morozova. Telephone: (35111) 67061. Fax: (35111) 65120.

 Construction-Industrial Joint-Stock Company, "Sibakademstroy". Address: 630055 Novosibirsk, M. Dzhalil Street, 11. Director: Gennadiy Dmitriyevich Lykov. Telephone: (3832) 322050. Fax: (3832) 322032.

 Construction-Industrial Joint-Stock Company, "Khimstroy". Address: 636070 Tomsk oblast, city of Seversk, Transport Street, 32. Director: Gennadiy Sergeyevich Molokanov. Telephone: (3822) 776460. Fax: (3822) 776463, 764754.

 Construction-Industrial Joint-Stock Company, "Sibkhimstroy". Address: 660033 Krasnoyarsk kray, city of Zheleznogorsk, Shtefan Street, 1. Director: Vladimir Mikaylovich Kiyayev. Telephone: (39197) 22076, 29812. Fax: (39197) 29839.

 Construction-Industrial Joint-Stock Compnay, "Directorate of Construction No. 604". Address: 663960 Krasnoyarsk kray, city of Zelenogorsk, Kalinin Street, 25. Director: Anatoliy Yakovlevich Kurdyukov. Telephone: (39169) 35722. Fax: (39169) 24940, 44094.

 Construction-Industrial Joint-Stock Company, "Vostok" [East]. Address: 665358 Irkutsk oblast, city of Sayansk-3, P. O. Box 238. Director: Aleksandr Petrovich Sigal. Telephone: (39513) 32449. Fax: (39513) 32916.

 Construction-Industrial Joint-Stock Company, Priargunskiy Directorate of Construction". Address: 674665 Chitin oblast, city of Krasnokamensk, Avenue Stroiteley [Avenue of the Builders], 7. Director: Aleksandr Ivanovich Filonich. Telephone: (30245) 25784. Fax: (30245) 46246.

 Construction-Industrial Joint-Stock Company, "Angarsk Directorate of Construction". Address: 665835 Irkutsk oblast, Angarsk, P. O. Box 2060. Director: Viktor Leonidovich Seredkin. Telephone: (39518) 95062. Fax: (39518) 66856.

 AOZT {Closed-Type Joint-Stock Company], "South Ural Directorate of Construction".

 Construction-Industrial Joint-Stock Company, "Mid-Ural Directorate of Construction". Address: 620114 Sverdlovsk oblast, city of Novouralsk, Dzerzhinskiy Street, 13. Director: Petr Ivanovich Bokov. Telephone: (34370) 24961. Fax: (34370) 40977.

 Joint-Stock Construction Firm, "Aviastroy". Address: 432010 city of Ulyanovsk, Engineer Avenue, 24. Director: Yuriy Porfiryevich Grokhotov. Telephone: (8422) 200228. Fax: (8422) 200289.

 SPAO [Special Production Joint-Stock Company], "Elektrostal Directorate of Construction". Address: 144000 Moscow oblast, city of Electrostal, Karl Marks [Marx] Street, 18. Director: Sergey Alekseyevich Novgorodov. Telephone: (095) 7024794. Fax: (095) 7024794.

 Construction-Industrial Joint-Stock Company, "Atomstroy", affiliated to the Ministry of Atomic Energy of Russia. Address: 1011000 Moscow, B. Ordynka street, 24/26. Director: Konstantin Nikolayevich Moskvin. Telephone: (095) 2394369. Fax: (095) 9535361.

 Joint-Stock Company Construction-Industrial Company, "Dimitrovgradstroy". Address: 433510 Ulayanovsk oblast, Dimitrovgrad, Dachnaya Street, 2. Director: Vladimir Sergeyevich Pisarchuk. Telephone: (84235) 32128. Fax: (84235) 54083.

 Open-Type Joint-stock company, "Donatostroy". Address: 396072 Voronezh oblast, city of Novo-Voronezh. Director: Ivan Pavlovich Mikhalev. Telephone: (07364) 29646. Fax: (07364) 21802.

 Open-Type Joint-Stock Company, "Northern Directorate of Construction". Address: 188537 Leningrad oblast, city of Sosnovyy Bor-537, Leningrad Street, 7. Director: Igor Vladislavovich Ustinov. Telephone: (81269) 62774. Fax: (81269) 62415.

 Obninsk Construction-Industrial Joint-Stock Company. Address: 249020 Kaluga oblast, city of Obninsk, Kurchatov Street, 41. Director: Valeriy Ivanovich Chekmazov. Telephone: (08439) 49250. Fax: (08439) 49248.

 Open-Type Joint-Stock Company, "Penza Directorate of Construction". Address: 440019 Penza oblast, city of Zarechnyy, Komsomol Street, 41. Director: Nikolay Semenovich Kononenko. Telephone: (8412) 550907. Fax: (8412) 5500973.

 Sarov Construction-Industrial Joint-Stock Company. Address: 607200 Nizhegorod oblast, city of Sarov, Silkin street, 13. Director: Georgiy Georgiyevich Bulgakov. Telephone: (83130) 11077.

 Directorate of Construction No. 620. Address: 142284 Moscow oblast, Protvino. Director: Aleksandr Ivanovich Syatotskiy. Telephone: (277) 46991.

 First Construction-Installation Trust. Address: 113191 Moscow, First Lyusinovskiy Lane., 36. Director: Yuriy Aleksandrovich Shilobreyev. Telephone: (095) 2376660. Fax: (0950 2374726.

 Kaluga Construction-Installation Trust of Obninsk Directorate of Construction. Address: 248024 Kaluga oblast, city of Obninsk, K. Libknekht Street, 18. Director: Valeriy Fedorovich Desyatnikov. Telephone: (08422) 27162. Fax: (08422) 27878.

 Open-Type Joint-Stock Company, "Directorate of Industrial Enterprises". Address: 188537 Leningrad oblast, city of Sosnovyy Bor, Leningrad Highway, P. O. Box 32. Director: Vladimir Aleksandrovich Shegalo. Telephone: (81269) 62457.

 Open-Type Joint-Stock Company, "SMU-15". Address: 142234 Moscow oblast, city of Protvino, Obolensk Highway, 5. Director: Aley Safrovich Nekhay. Telephone: (277) 42517. Fax: (277) 42886.

 Joint-Stock Company, "Spetsatommontazh", affiliated to the Ministry of Atomic Energy of Russia. Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Valeriy Nikolayevich Karmachev, President. Telephone: (095) 2394500. Fax: (095) 2394567.

 Joint-Stock Company PMSP "Elektron". Address: 630065 Novosibirsk-65, Tank Street, 72. Director: Valeriy Nikolayevich Karmachev. Telephone: (3832) 761331. Fax: (3832) 760712, 762076.

 Joint-Stock Company, "Gidromontazh". Address: 143392 Moscow oblast, Naro-Fominskiy rayon, settlement of Selyatino. Director: Gennadiy Pavlovich Kryuchkov. Telephone: (095) 4365510. Fax: (095) 7204960.

 Joint-Stock Company, Energospetsmontazh". Address: 107150 Moscow, Boytsovaya Street, 27. Director: Anatoliy Vasilyevich Shevchenko. Telephone: (0950 1608903. Fax: (095) 1694225.

 Joint-Stock Company, "Promelektromontazh". Address: 107150 Moscow, Boytsovaya Street, 27. Director: Vladimir Grigoryevich Dedlovskiy. Telephone: (0950 1602710, 1695275. Fax: (095) 1601313.

 Joint-Stock Company, "Mospromtekhmontazh". Address: 103473 Moscow, Third Samotechnyy Lane, 11. Director: Yuriy Leonyevich Ilin. Telephone: (095) 2889221, 2844200. Fax: (095) 2844348.

 Joint-Stock Company, "Angarskteplokhimmontazh". Address: 665801 Irkutsk oblast, Angarsk. Director: Vladimir Mikhaylovich Varga. Telephone: (39515) 42658. Fax: (39515) 42678. [Sic. Fax no. is same as tel. no.].

 Open-Type Joint-Stock Company "Promekhanomontazh". Address: 636070 Tomsk oblast, city of Seversk, P. O. Box 494. Director: Anatoliy Vladimirovich Maksimenko. Telephone: (3822) 784900. Fax: (3822) 241520.

 Open-Type Joint-Stock Company MPK "Uralpromontazh". Address: 454065 Chelyabinsk oblast, city of Ozersk, Semenov Street, 22. Director: Sergey Vladimirovich Voloshin. Telephone: (35171) 79250. Fax: (35117) 122214.

 OAO "Spetsmontazhmekhanizatsiya". Address: 115230 Moscow, Nagitinskaya Street, 2 building 1. Director: Aleksandr Mikhaylovich Tarasov. Telephone: (095) 1168791. Fax: (095) 1168863.

 OAO "Spetskhimmontazh". Address: 121069 Moscow, Khlebnyy Lane, 2/3. Director: Vladimir Mikhaylovich Tsitlenko. Telephone: (095) 2917136. Fax: (095) 2900830.

 Joint-Stock Company, "Atomspetskonstruktsiya" Experimental Plant. Address: 144001 Moscow oblast, Elektrostal, Stroitelnyy Lane, 10. Director: Vladimir Alekseyevich Gurov. Telephone: (095) 7029784. Fax: (095) 7029738.

 Open-Type Joint-Stock Company, "Installation-Construction Trust No. 3". Address: 396072 Voronezh oblast, city of Novovoronezh. Director: Anatoliy Nikiforovich Myshko. Telephone: (07364) 20631. Fax: (07364) 20082.

 Joint-Stock Company, "Spetsteplokhimmontazh". Address: 636070 Tomsk oblast, city of Seversk, Semenov Street, 22. Director: Boris Alekseyevich Kormashov. Telephone: (3822) 777932. Fax: (3822) 776939.

 Joint-Stock Company, "Uralgidromontazh". Address: 456780 Chelyabinsk oblast, city of Ozersk, Semenov Street, 22. Director: Anatoliy Ivanovich Loboda. Telephone: (35171) 79303. Fax: (35171) 73041.

 Joint-Stock Company, "Spetskhimmontazh". Address: 188537 Leningrad oblast, city of Sosnovyy Bor, P. O. Box 47. Director: Nikolay Nikolayevich Kiselev. Telephone: (81269) 64310. Fax: (81269) 64846.

 Joint-Stock Company, "Orgmontazhproyekt". Address: 119146 Moscow, First Frunze Street, 3a. Director: Igor Sergeyevich Ivashkin. Telephone: (095) 2428692. Fax: (095) 2460191.

 Joint-Stock Company, "KONATEM Concern". Address: 144001 Moscow oblast, city of Electrostal, Stroitelnyy Lane, 8. Director: Aleksandr Nikolayevich. Telephone: (095) 70207725. Fax: (095) 7029070.

 Novosibirsk Plant, "Promstalkonstruktsia". Address: 630075 city of Novosibirsk, Tayginskaya Street, 11. Director: Vladimir Ivanovich Berezikov. Telephone: (3832) 765797. Fax: (3832) 743221.

 Open Joint-Stock Company (Holding), "Spetsstroymaterialy". Address: 113191 Moscow, Kholodilnyy Lane, 3a. Director: Vladimir Aleksandrovich Barkov. Telephone: (095) 2353165. Fax. (095) 2353809.

 Open Joint-Stock Company, "Kamishlov Plant of Building Materials". Address: 623530 Sverdlovsk oblast, City of Kamyshlov, Street Stroiteley [Street of the Bulders], 1. Director: Oleg Timofeyevich Boyarnikov. Telephone: (34375) 93205. Fax: (34375) 24547.

 Open Joint-Stock Company, "Vikhorevka Timber-Cutting Combine". Address: 665737 Irkutsk oblast, city of Vikhorevka. Director: Vladimir Grigoryevich Serov. Telephone: (39531) 53548.

 Open Joint-Stock Company, "Gisopolimer". Address: 614043 Perm, Vasilyev Street, 1. Director: Maksim Veniaminovich Kirichenko, General Director. Telephone: (3422) 257315. Fax: (3422) 250743.

 Open Joint-Stock Company, "NIKBOOR". Address: 144001 Moscow oblast, city of Electrostal, Stroitelnyy Lane, 5. Director: Vasiliy Nikolayevich Gulko. Telephone: (095) 7029713. Fax: (095) 7029713. [Sic. Fax no. is same as tel. no.].

 Open Joint-Stock Company, "Stroyplastpolimer". Address: 620024 Yekaterinburg-24, Bisertskaya Street, 1. Director: Aleksandr Ivanovich Melnik, General Director. Telephone: (3432) 258811. Fax: (3432) 255233.

 Open Joint-Stock Company, "Udmurtiya Plant of Building Materials". Address: 427600 Respublika Udmurtiya, Glazov, Sovetskaya Street, 49. Director: Anatoliy Aleksandrovich Fedorovskiy. Telephone: (34141) 72564. Fax: (34141) 76482.

 Open Joint-Stock Company, "Lesstrom". Address: 618500 Perm oblast, city of Solikamsk, Kommunist Street, 44. Director: Aleksandr Nikolayevich Zinovyev. Telephone: (34253) 30107. Fax: (34253) 30100.

 Open Joint-Stock Company, "Iskitimramorgranit". Address: 633210 Novosibirsk oblast, Iskitim-5, Tsentralnaya Street, 24. Director: Aleksandr Semenovich Chirkov. Telephone: (38343) 42753, 44745.

 Open Joint-Stock Company, "Chuna Timber-Cutting Combine". Address: 665540 Irkutsk oblast, Chuna post office. Director: Vladimir Serafimovich Ilinskiy, General Director. Telephone: (39567) 91930. Fax: (39567) 91162.

 Open Joint-Stock Company, "Polistrom". Address: 456616 Chelyabinsk oblast, city of Kopeyk, Tomsk Street, 2. Director: Vladimir Gustavovich Adayev, General Director. Telephone: (35126) 10373. Fax: (35126) 10373. [Sic. Fax no. is same as tel. no.].

 Open Joint-Stock Company, "Krasnoyarskpolimerkeramika". Address: 663010 Krasnoyarsk kray, Berezovskiy rayon, Zykovo, Lineynaya Street, 31. Director: Aleksandr Vladimirovich Bevza, General Director. Telephone: (39175) 92510. Fax: (39175) 564089.

 Open Joint-Stock Company, "Tomsk Plant of Construction Materials and Products". Address: 634049 Tomsk, Irkutsk Road, 65. Director: Anatoliy Vasilyevich Valov, General Director. Telephone: (3822) 561793. Fax: (3822) 564089.

 Open Joint-Stock Company, Stroypolimerkeramika". Address: 249200 Kaluga oblast, Babinskiy rayon, settlement of Vorotynsk. Director: Said Vaitovich Mambetshayev, General Director. Telephone: (08425) 81401. Fax: (08425) 82271.

 Open Joint-Stock Company, "Stromashpolimer". Address: 249855 Kaluga oblast, Dzerzhinskiy rayon, settlement of Tovarkovo. Director: Sergey Vasilyevich Kondratyev. Telephone: (08434) 23315. Fax: (08434) 26419.

 Open Joint-Stock Company, "Tizol". Address: 624350 Sverdlovsk oblast, city of Nizhnyaya Tura-7. Director: Mikhail Grigoryevich Mansurov, General Director. Telephone: (34342) 23442. Fax: (34342) 211034.

 Open Joint-Stock Company, "Silikatstroymaterialy". Address: 636137 Tomsk oblast, settlement of Kopylovo. Director: Aleksey Alekseyevich Shachnev, General Director. Telephone: (38229) 82440. Fax: (38229) 82440.

 Open Joint-Stock Company, "Sortavala Crushing-Grading Plant". Address: 186750 Respublika Kareliya, city of Sortavala, Lesnaya Street, 2. Director: Yuriy Borisovich Yudin, General Director. Telephone: (81430) 42969.

 Closed Joint-Stock Company, "Filter". Address: 249855 Kaluga oblast, Dzerzhinskiy rayon, settlement of Tovarkovo. Director: Gennadiy Mikhaylovich Kadomtsev, General Director. Telephone: (08434) 23985.

 GUP [State Unitary Enterprise], "Volga Testing and Experimental Combine". Address: 171510 Tver oblast, Kimry rayon, settlement of Savelovo. Director: Yuriy Aleksandrovich Matlakhov. Telephone: (095) 2760272. Fax: (095) 5877770.

 Scientific-Research and Design Institutes; Scientific and Scientific-Technical Centers and Organizations of the Ministry of Atomic Energy of the Russian Federation; Physical Profile on Research and Servicing of the Nuclear Fuel Cycle and the Servicing of the Atomic Power Plants.

 All-Russian Scientific-Research Institute of Experimental Physics of the Russian Federal Nuclear Center (VNIIEF-RFYaTs). Address: 607190 Sarov, Nizhegorodsk oblast, Mir Avenue, 37. Director: Radiy Ivanovich Ilkayev. Telephone: (83130) 56951, 11264, 11803. Fax: (83130) 53808, 54565. Telex: 151 109 APCA. Web: http:

www.vniief.ru.

 All-Russian Scientific-Research Institute of Technical Physics--Russian Federal Nuclear Center (VNIITF-RFYaTs). Address: 456770 Snezhinsk, Chelyabinsk oblast, P. O. Box 245. Director: Georgiy Nikolayevich Rykovanov. Telephone: (35172) 32028. Fax: (35172) 32351. Telex: 124 846 SNOW SU. Web: http:

/ Russian Scientific Center, "Kurchatov Institute". Address: 123182 Moscow, Kurchatov Square, 1. Director: Yevgeniy Pavlovich Velikhov, President. Telephone: (095) 9430074. Web: http:

www.kiae.ru

 State Scientific Center of the Russian Federation, Troitsk Institute of Innovative and Thermo- Nuclear Research (GNTs RF TRINITI). Address: 142092 Moscow oblast, Troitsk. Director: Vyacheslav Dmitriyevich Pismennyy. Telephone: (095) 3345041. Fax: (095) 3345776. Web: http:

www.triniti.troitsk.ru.

 State Scientific Center of the Russian federation, " A. I. Leypunskiy Physics-Energy Institute" (GNTs RF FEI). Address: 249020 Kaluga oblast, city of Obninsk, Bondarenko Square, 1. Director: Anatoliy Vasilyevich Zrodnikov. Telephone: (095) 9530017, extension 8231. Fax: (09439) 48225. Web: http:

www.ippe.obninsk.ru.

 State Unitary Enterprise, "Scientific-Research and Design Institute of Power Engineering" (NIKIET). Address: 101000 Moscow, General Post Office, P. O. Box 788. Director: Boris Arsentyevich Gabarayev. Telephone: (095) 9752017. Fax: (095) 9752019. Web: http:

www.entek.ru

 Sverdlovsk Branch of the Scientific-Research and Design Institute of Power Engineering (NIKIET). Address: 624051 Yekaterinburg oblast, Beloyarsk rayon, Zarechnyy. Director: Viktor Ivanovich Perekhozhev. Telephone: (34377) 35162. Fax: (34377) 33396.

 State Scientific Center, Scientific-Research Institute of Atomic Reactors (GNTs RF NIIAR). Address: 433510 Ulyanovsk oblast, Dimitrovgrad-10. Director: Aleksey Frolovich Grachev. Telephone: (84235) 35648. Web: http:

www.niiar.simbirsk.su

 State Scientific Center of the Russian Federation, "Institute of Theoretical and Experimental Physics" (GNTs RF ITEF). Address: 117259 Moscow, Bolshaya Cheremushkinskaya Street, 25. Director: Mikhail Vladimirovich Danilov. Telephone: (095) 1250292. Fax: (095) 1270833. Web: http:

www.itep.ru

 State Scientific Center of the Russian Federation, "Institute of High Energy Physics" (GNTs RF IFVE). Address: 142284 Moscow oblast, Serpukhov rayon, Protvino, Pobeda street, 1. Director: Anatoliy Alekseyevich Logunov. Telephone: (095) 2175857. Fax: (095) 9246752. Web: http:

www.ihep.su.

 Joint Institute of Nuclear Research (OIYaI). Address: 141980 Moscow oblast, Dubna. Director: Vladimir Georgyevich Kadyshevskiy. Telephone: (095) 2002283. Fax: (095) 9752381. Web: http:

www.jinr.ru

 Scientific-Research Institute of Pulse Engineering (NIIIT). Address: 115304 Moscow, Luganskaya Street, 9. Director: Konstantin Nikolayevich Danilenko. Telephone: (095) 3213501. Fax: (095) 3214855.

 Yu. S. Sedkov Scientific-Research Institute of Measuring Systems (NIIIS). Address: 603600 N. Novgorod, GSP. Director: Valentin Yefimovich Kostyukov. Telephone: (8312) 654990. Fax: (8312) 668752.

 State Unitary Scientific-Technical Enterprise, "EFKON" (GNTP "EFKON"). Address: 601190 Nizhegorod oblast, Sarov, Yunost Street, 22. Director: Anatoliy Petrovich Inozemtsev. Telephone: (83130) 45705. Fax: (83130) 45994.

 Design Bureau of Auto-Transport Equipment (KB ATO). Address: 141007 Moscow oblast, city of Mytishchi, Khlebozavodskaya Street, 2. Director: Ernest Pavlovich Kornilovich. Telephone: (095) 5832303. Fax: (095) 5839334.

 State Unitary Enterprise, "A. P. Aleksandrov Scientific-Research and Technological Institute" (NITI). Address: 188537 Leningrad oblast, Sosnovyy Bor. Director: Vyacheslav Andreyevich Vasilenko. Telephone: (81269) 62667. Fax: (81269) 63672.

 All-Russian Scientific-research Institute of Technical Physics and Automation (VNIITFA). Address: 115230 Moscow, Varshavskoye Highway, 46. Director: Nikolay Revokatovich. Telephone: (095) 1119496. Fax: (095) 1115434. Web: http:

www.vniitfa.ru

/ Saransk Branch of the All-Russian Scientific-Research Institute of Technical Physics And Automation (VNIITFA). Address: 430003 Respublika Mordoviya, city of Saransk, Rabochaya Street, 82. Director: Vladimir Ivanovich Piskunov. Telephone: (8342) 171155. Fax: (8342) 171019.

 State Unitary Enterprise, "Special Science and Production Association 'Eleron' (SNPO "Eleron"). Address: 115563 Moscow, General Belov Street, 14. Director: Yevgeniy Trofimovich Mishin. Telephone: (095) 3939072. Fax: (095) 3939163.

 Branch State Unitary Enterprise, Special Science and Production Association "Eleron" Scientific-Research and Design Institute of Radio-Electronic Engineering (NIKIRET). Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Yuriy Aleksandrovich Olenin. Telephone: (8412) 629474. Fax: (8412) 552528.

 Branch Enterprise, Special Science and Production Association "Eleron" State Unitary Enterprise "Dedal". Address: 141930 Moscow oblast, Dubna, P.O. Box 89. Director: Sergey Leonidovich Fedyayev. Telephone: (221) 62120. Fax: (221) 40469.

 Branch Special Science and Production Association Eleron" "Lepton". Address: 353340 Stavropol kray, Lermontov, Komsomol Street, 24. Director: Anatoliy Vladimirovich Podshibyakin. Telephone: (86535) 22530.

 N. L. Dukhov All-Russian Scientific Research Institute of Automation (VNIIA). Address: 101000 Moscow, P. O. Box 918. Director: Yuriy Nikolayevich Barmakov. Telephone: (095) 9787803. Fax: (095) 9780903.

 State Unitary Enterprise, "Scientific-Research Institute of Instruments" (NIIP). Address: 140061 Moscow oblast, Lytkarino, settlement of Turayevo. Director: Vladimir Ivanovich Rogov. Telephone: (095) 5523939. Fax: (095) 5523911.

 State Enterprise, "D. V. Yeremov Scientific-Research Institute of Electro-Physics Equipment" (NIIEFA). Address: 189631 St. Petersburg, Metallostroy, Sovetskiy Avenue, 1. Director: Vasiliy Andreyevich. Telephone: (812) 4648963 Fax: (812) 4647979.

 Institute of Physics-Technical Problems (IFTP). Address: 141980 Moscow oblast, Dubna, GUS, P. O. Box 39. Director: Vladimir Pavlovich Plotnikov. Telephone: (095) 9262209. Fax: (221) 65523.

 Research Center of Applied Nuclear Physics (ITsPYaF). Address: 141980 Moscow oblast, Dubna, Zh. Kyuri Street, 6. Director: Vladimir Dmitriyevich Shestakov. Telephone: (221) 40665. Fax: (221) 65523.

 Moscow Radio-Engineering Institute (MRTI). Address: 113519 Moscow, Varshavskoye Highway, 132. Director: Gennadyy Ivanovich Batskikh. Telephone: (095) 3153111. Fax: (095) 3141053.

 State Center, "Physics of Concentrated Media" Address: 123060 Moscow, VNIINM [All-Russian Scientific-Research Institute of Inorganic Materials]. Director: Aleksandr Zinovyevich Solontsov. Telephone: (095) 1966389. Fax: (095) 1966389. [Sic. Fax no. is same as tel. no.]

 Joint-Stock Company, "Scientific-Production Center, "Rosna". Address: 620151 Yekaterinburg, General Post Office, P. O. Box 74. Director: Grigoriy Yemelyanovich Vedernikov. Telephone: (3432) 413228. Fax: (3432) 413370.

 Scientific-Engineering Center, "SNIIP" (NITs "SNIIP"). Address: 123060 Moscow, Raspletin street, 5. Director: Sergey Borisovich Chebyshov. Telephone: (095) 1987947. Fax: (095) 9430063. Web: http:

www.sniip.ntl.ru

 Specialized Design-Structure Bureau, "Automation" (SPKB "Avtomatika"). Address: 153428 Ivanovo, 11-th Sosnevskaya, 72. Director: Yevgeniy Borisovich Butnikov. Telephone: (0932) 304275. Fax: (0932) 350548.

 State Scientific-Research and Design Enterprise, "Vibrotekhnika". (GNIKP "Vibrotekhnika"). Address: 109017 Moscow, B. Ordynka Street, 29. Director: Vladimir Petrovich Savchenko. Telephone: (095) 9516750. Fax: (095) 2394609.

 All-Russian Design-Research and Scientific-Research Institute of Industrial Technology (VNIPI Promtekhnolgii). Address: 115409 Moscow, Kashirskoye Highway, 33. Director: Vladimir Viktorovich Lopatin. Telephone: (095) 3247945. Fax: (095) 3245025.

 Siberian Branch of the All-Russian Design-Research and Scientific-Research Institute of Industrial Technology (SibNIIPromtekhnologii). Address: 674665 Chitin oblast, Krasnokamensk, P. O. Box 3. Director: Nikolay Matveyevich Zemskov. Telephone: (30245) 26147. Fax: (30245) 43670.

 All-Russian Scientific-Research Institute of Chemical Technology (VNIIKhT). Address: 115230 Moscow, Kashirskoye Highway, 3. Director: Viktor Vasilyevich Shatalov. Telephone: (095) 3247584. Fax: (095) 3245441.

 State Scientific Center of the Russian Federation, "A. A. Bochvar All-Russian Scientific-Research Institute of Inorganic Materials" (VNIINM). Address: 123060 Moscow, Rogov Street, 5. Director: Mikhail Ivanovich Solonin. Telephone: (095) 1904993. Fax: (095) 1964168. Web: http:

www.bochvar.ru

 Siberian Branch of State scientific Center of the Russian Federation, "A. A. Bochvar All- Russian Scientific Research Institute of Inorganic Materials". Address: 634018 Tomsk oblast, Seversk, Lermontov Street, 13. Director: Aleksandr Yakovlevich Svarovskiy. Telephone: (38242) 61880. Fax: (3822) 776739.

 State Unitary Enterprise, Scientific-Research Institute, "Luch" (NII "Luch"). Address: 142100 Moscow oblast, city of Podolsk, Zheleznodorozhnaya Street, 24.

 Science and Production Association, "V. G. Khlopin Radium Institute". Address: 194021 St. Petersburg, 2-nd Murinskiy Thoroughfare, 28. Director: Aleksandr Andreyevich Rimskiy-Korsakov. Telephone: (812) 2475641. Fax: (812) 2475781. Web: http:

 Scientific-Research Institutes and Design Institutes, Scientific Centers, and Scientific- Technical Centers of the Ministry of Atomic Energy of the Russian Federation for Research and Servicing of the Nuclear Fuel Cycle:

 Moscow Science and Production Association, "Radon" (NPO "Radon"). Address: 141335 Moscow oblast, Sergiyevo-Posadskiy rayon, sub-division Shemetovo. Director: Igor Andreyevich Sobolev. Telephone: (095) 9289069. Fax: (095) 9289916. Web: http:

www.radon.ru

 Central Laboratory for the Protection of the Environment. Address: 607190 Nizhegorod oblast, Sarov, P. O. Box 423. Director: Vasiliy Dmitriyevich Davydok. Telephone: (83130) 45288. Fax: (86130) 45288.

 Central Scientific-Research Laboratory. Address: 440901 Penza oblast, Zarechnyy, Mir Avenue, 1. Director: Vladimir Mikhaylovich Sorokin. Telephone: (8412) 692706.

 Scientific-Production Center for Conversion. Address: 101000 Moscow, B. Ordynka Street, 24/26. Director: Aleksandr Dmitriyevich Tsisarskiy. Telephone: (095) 2392205. Fax: (095) 2392711.

 All-Russian Scientific-Research Institute for Utilization of Atomic Power Stations (VNII AES). Address: 105507 Moscow, Ferganskaya Street, 25. Director: Armen Artvazdovich Abagyan. Telephone: (095) 3761550. Fax: (095) 3768333. Web: http:

www.vniiaes.ru.

 Scientific-Technical Center for Emergency-Technical Work at Atomic Power Stations (NTTs ATR). Address: 109507 Moscow, Ferganskaya Street, 25. Director: Eduard Saakovich Saakov. Telephone: (095) 5819223. Fax: (095) 5818011.

 Technological Branch of the Scientific-Technical Center for Emergency Work at Atomic Power Stations. Address: 142530 Moscow oblast, Pavlo-Posadskiy rayon, Elektrogorsk, Bezymyannaya Street, 6. Director: Anatoliy Yuryevich Likhachev. Telephone: (095) 3760069. Fax: (095) 3760069 [Sic. Fax no. is same as tel. no.].

 Structural Design Branch of the Scientific-Technical Center for Emergency Work at Atomic Power Stations. Address: 107818 Moscow, Bakunin Street, 7, building 1. Director: Mikhail Falevich Rogov. Telephone: (095) 3891355. Fax: (095) 3891355. [Sic. Fax no. is same as tel. no.].

 Dimitrovgrad Branch of the Scientific-Technical Center for Emergency Work at Atomic Power Stations. Address: 433510 Ulyanovsk oblast, Dimitrovgrad. Director: Vasiliy Ivanovich Shepilov. Telephone: (84235) 34063. Fax: (84235) 35648.

 Elektrogorsk Scientific-Research Center for Security of Atomic Power Stations. Address: 142530 Moscow oblast, Pavlo-Posadskiy rayon, Elektrogorsk, Bezymyannaya Street, 6. Director: Vladimir Nikolayevich Blinkov. Telephone: (243) 33074. Fax: (243) 31235.

 Joint-Stock Company, "Small Power Engineering" [Malaya Energetika]". Address: 105318 Moscow, Tkatskaya Street, Building 1, P. O. Box No. 75. Director: Yevgeniy Alekseyevich Kuzin, General Director. Telephone: (095) 9629269. Fax: (095) 9641900. Web: http:

www.glasnet.ru/~merev Design [Institutes]:

 State Specialized Design Institute (GSPI). Address: 107014 Moscow, Novoryazan Street, building 8a. Director: Vladimir Lvovich Rozhkov. Telephone: (095) 2611259. Fax: (095) 2617264.

 State Unitary Enterprise, Leading Institute "All-Russian Design and Scientific- Research Institute of Integrated Power Engineering technology (GI VNIPIET). Address: 197228 St. Petersburg, Savushkin Street, 82. Director: Valeriy Dmitriyevich Safutin. Telephone: (812) 4301491. Fax: (812) 4300393.

 Krasnoyarsk State Design-Research Institute of VNIPIET [see acronym expansion above]. Address: 660026 Krasnoyarsk kray, Zheleznogorsk, Lenin Street, 39. Director: Yuriy Nikolayevich Baskakov. Telephone: (39197) 22087. Fax: (39197) 25625.

 Tomsk State Design-Research Institute of VNIPIET. Address: 634039 Tomsk oblast, Seversk, Kurchatov Street, 2. Director: Vitaliy Alekseyevich Mishin. Telephone: (35171) 79550. Fax: (35171) 73822.

 Novosibirsk State Design-Research Institute of VNIPIET. Address: 630075 Novosibirsk-75, B. Khmelnitskiy Street, 2. Director: Anatoliy Vladimirovich Volushchuk. Telephone: (3832) 761315. Fax: (3832) 769613.

 Sosnovyy Bor State Design-Research Institute of VNIPIET. Address: 188537 Leningrad oblast, Sosnovyy Bor, 50-th October Anniversary Street, 1, P. O. Box 115.

 Sosnovyy Bor State Scientific-Research Institute of VNIPIET. Address: 188537 Leningrad oblast, Sosnovyy Bor, P. O. Box 49. Telephone: (81269) 79452. Fax: (81269) 63480.

 Sosnovyy Bor State Scientific-Research Institute of VNIPIET. Address: 188537 Leningrad oblast, Sosnovyy Bor, P. O. Box 49. Director: Leonid Vasilyevich Kizhnerov. Telephone: (81269) 64373. Fax: (81269) 61932.

 State Unitary Enterprise, Scientific-Research and Structural Design Institute, "Atomenergoproekt". Address: 107815 Moscow, Bakunin Street, block 7, building. 1. Director: Andrey Borisovich Malyshev. Telephone: (095) 2614187. Fax: (095) 2650974.

 State Unitary Enterprise, St. Petersburg Scientific-Research and Structural Design Institute, "Atomenergoproekt". Address: 19306 St. Petersburg, Suvorov Avenue, 2a. Director: Vladislav Nikolayevich Korkunov. Telephone: (812) 2772196. Fax: (812) 2770703.

 State Unitary Enterprise, Nizhegorod Scientific-Research and Structural Design Institute, "Atomenergoproekt". Address: 603006 N. Novgorod, GSP-54, Svoboda Square, 3. Director: Yevgeniy Mikhaylovich Koroloev. Telephone: (8312) 333424. Fax: (8312) 358490.

 Joint-Stock Company, "Sverdlovsk Scientific-Research Institute of Chemical Machine-Building (SverdNIIkhimmash). Address: 620010 Yekaterinburg, Groboyedov Street, 32. Director: Boris Pimanovich Shevelin. Telephone: (3432) 274310. Fax: (3432) 275505.

 State Unitary Enterprise, Experimental Design Bureau, "Gidropress" (OKB "GIDROPRESS"). Address: 142103 Moscow oblast, city of Podolsk, Ordzhonikidze Street, 21. Director: Yuriy Grigoryevich Dragunov. Telephone: (275) 42576. Fax: (275) 42516.

 State Unitary Enterprise, "I. I. Afrikantov Experimental Design Bureau of Machine- Building". Address: 603074 N. Novgorod, Burnakov Avenue, 15. Director: Aleksandr Ivanovich Kiryushin. Telephone: (8312) 418772. Fax: (8312) 418772. [Sic. Fax no. is same as tel. no.]

 State Unitary Enterprise, Central Design Bureau of Machine-Building" (TsKBM). Address: 195272 St. Petersburg, Krasnoyarsk Square, 3. Director: Yevgeniy Nikolayevich Sokolov. Telephone: (812) 2242075. Fax: (812) 2243257.

 Science and Production Association, "Scientific-Research and Design Institute of Installation Technology" (NPO NIKIMT). Address: 127410 Moscow Altufyevskoye Highway, 43. Director: Leonid Nikolayevich Shchavelev. Telephone: (095) 4899095. Fax: (095) 903100.

 Joint-Stock company, Design-Research and Scientific-Research Institute, "OrgstroyNIIproekt". Address: 113191 Moscow, Kholodilnyy Lane, 3a. Director: Nikolay Nikolayevich Yegorov. Telephone: (095) 2353841. Fax: (095) 2351941.

 Joint-Stock Company, Lermontov Design-Research Institute, "OrgstroyNIIproekt". Address: 357340 Stavropol kray, city of Lermontov, Lermontov Avenue, 1. Director: Vladimir Stepenovich Sorokin. Telephone: (86535) 31604. Fax: (86535) 22191.

 State Unitary Enterprise, Siberian Design Research Institute, "OrgstroyNIIproekt". Address: 665830 Irkutsk oblast, city of Angarsk, Vostochnaya Street, 14. Director: Viktor Ivanovich Shkaptsov. Telephone: (39518) 95945. Fax: (39518) 526745.

 Joint-Stock Company, "Siberian Structural-Design Technological Institute". Address: 630055 Novosibirsk, M. Dzhalil Street, 21. Director: Aleksandr Vladimirovich Glinskiy. Telephone: (3832) 321330. Fax: (3832) 323245.

 State Enterprise, Design-Technological Trust, "Orgstroy-11". Address: 113191 Moscow, Danilov Bank, 10/12. Director: Yuriy Aleksandrovich Pokrovskiy. Telephone: (095) 2376400. Fax: (095) 2376407.

 Informational and analytical [facilities].

 The Situation-Crisis Center. Address: 101100 Moscow, B. Ordynka Street, 24/26. Director: Venedikt Petrovich Berchik. Telephone: (095) 2392875. Fax: (095) 2382890.

 Central Scientific-Research Institute of Control, Economics, and Information of The Ministry of Atomic Energy of Russia (TsNIIatominform). Address: 127434 Moscow, Dmirovskoye Highway, 2. Director: Nikolay Yegorovich Yakovlev. Telephone: (095) 9767272. Fax: (095) 9767203.

 Novosibirsk Branch of TsNIIATOMINFORM (see acronym expansion above)--Branch Scientific-Technical Center of Information Science in Construction (ONTTs "Informstroy"). Address: 630055 Novosibirsk, M. Dzhalil Street, 23. Director: Anatoliy Nikolayevich Tseba. Telephone: (3832) 321747. Fax: (3832) 325853.

 Angarsk Scientific-Research Center of Control, Economics, and Information Science (ATOMINFORM-A). Address: 665816 Irkutsk oblast, Angarsk, P. O. Box 289. Director: Vitaliy Valentinovich Denisenko. Telephone: (39518) 43621. Fax: (39518) 40262.

 State Enterprise, "Chernobyl Archive". Address: 109017 Moscow, B. Ordynka Street, 24/26. Director: Yevgeniy Viktorovich Postnikov. Telephone: (095) 2394687. Fax: (095) 2392237.

 Firm for Commercial Advertisement and Scientific-Technical Propagation. Address: 113105 Moscow, Varshavskoye Highway, 3. Director: Stanislav Mikhaylovich Tsvetayev. Telephone: (095) 9541082. Fax: (095) 9525963.

 Inter-Branch Coordination Center, "Nuklid" Address: 194100 St. Petersburg, Lesnoy Avenue, 64. Director: Nina Simonovna Yanovskaya. Telephone: (812) 5429342. Fax: (812) 5426228.    

 Informational and Analytical Scientific-Research Institutes, Science Centers, and Scientific-Technical Centers of the Ministry of Atomic Energy of the Russian Federation:

 State Unitary Enterprise, "Exhibition and Marketing Center." Address: 109017 Moscow, B. Ordynka Street, 24/26. Director: Galina Viktorovna Gorshteyn. Telephone: (095) 2392853. Fax: (095) 2392690.

 Press-Service of the Ministry of Atomic Energy of the Russian Federation. Address: 109017 Moscow, B. Ordynka Street, 24/26. Director: Yuriy Grigoryevich Bespalko. Telephone: (095) 2394650. Fax: (095) 2392535.

 Others:

 All-Russian Scientific-Research Institute for the Comprehensive Use of Milk Raw Materials (VNIKIM). Address: 355040 Stavropol-40, Dovatortsev Street, 52a. Director: Veterinary Surgeon, Director of Milkmen. Telephone: (8652) 97592. Fax: (8652) 73615.

 State Establishment, Institute for Problems of Secure Development of Atomic Power, Russian Academy of Sciences ( IBRAE RAN). Address: 113191 Moscow, B. Tulskaya Street, 52. Director: Leonid Aleksandrovich Bolshov, Corresponding Member of the Russian Academy of Sciences. Telephone: (095) 9522421. Fax: (095) 9581151. Web: http:

www.ibrae.ac.ru

 Institute of Nuclear Physics of Budker (IyaF). Address: 630090 Novosibirsk, Lavrentyev Avenue, 11. Director: A. N. Skrynskiy. Telephone: (3832) 356031. Fax: (3832) 352163. Web: http:

www.inp.nsk.su.

 D. V. Skobeltsyn Scientific-Research Institute of Nuclear Physics (NIIYaF MGU). Address: 119899 Moscow, Vorobyevy gory, NIIYaF MGU. Director: Mikhail Igoryevich Panasyuk. Telephone: (095) 9391818. Fax: (095) 9390896. Web: http:

www.npi.msu.su.

 St. Petersburg Institute of Nuclear Physics. Address: 188350 Leningrad oblast, Gatchina. Director: V. A. Nazarenko. Telephone: (812) 7137196. Fax: (812) 7137196.

 11. Educational Establishments.

 Moscow State Engineering-Physics Institute (Technical University) (MIFI). Address: 115409 Moscow, Kashirovskoye Highway, 31. Director: Boris Nikolayevich Onykiy. Telephone: (095) 324 3384. Web: http:

www.mifi.ru

 Ozersk Technological Institute of Moscow State Engineering-Physics Institute. Address: 456783 Chelyabinsk oblast, city of Ozersk, Pobeda Avenue, 48. Director: Yuriy Nikolayevich Stepanov, Rector. Telephone: (35171) 44646.

 Novouralsk Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 624130 Sverdlovsk oblast, city of Novouralsk-3, Lenin street, 85. Director: Aleksey Petrovich Dyagilev. Telephone: (34370) 23580.

 Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 620045 Sverdlovsk oblast, city of Lesnoy, Kommunist Avenue, 36. Director: Vyacheslav Mikhaylovich Khrapal. Telephone: (34342) 60963. Fax: (34342) 55621.

 Sarov Physics-Technical Institute of Moscow State Engineering-Physics Institute. Address: 607200 Nizhegorod oblast, Sarov, Dukhov Street, 6. Director: Yuriy Petrovich Shcherbak. Telephone: (83130) 59809.

 Trekhgornyy Polytechnic Institute of Moscow State Engineering-Physics Institute. Address: 456080 Chelyabinsk oblast, city of Trekhgornyy, Mir Street, 17. Director: Fedor Ivanovich Dolinin, Rector. Telephone: (35111) 67067.

 Snezhinsk Physics-Technical Institute--Branch of Moscow State Engineering-Physics Institute. Address: 456776 Chelyabinsk oblast, city of Snezhinsk, Mir Street, 6/8. Director: Vladimir Makarovich Skovpen. Telephone: (35172) 32422. Fax: (35172) 32256.

 Northern Technological Institute of Tomsk Polytechnic University. Address: 634036 Tomsk-36, Kommunist Avenue, 65. Director: Aleksandr Nikolayevich Zhiganov. Telephone: (3822) 779529.

 St. Petersburg State Technical University. Address: 195251 St. Petersburg, Politekhnicheskaya Street, 29. Director: Yuriy Sergeyevich Vasilyev, President. Telephone: (812) 2471616. Fax: (812) 5527882.

 St. Petersburg State Technological Institute (Technical University), Engineering Physics- Chemistry Faculty. Address: 198013 St. Petersburg, Moscow Avenue, 26. Director: Anatoliy Sergeyevich Dudyrev. Telephone: (812) 2596500. Fax: (812) 1127791.

 Moscow Power Institute (MEI). Address: 105835 Moscow, Krasnokazarmennaya Street, 14. Director: Yevgennyy Viktorovich Ametistov, Rector. Telephone: (095) 3627088. Web: http:

www.mpei.ac.ru

 Inter-Branch Special Training Center affiliated to the Ministry of Atomic Energy of Russia. Address: 249020 Kaluga oblast, Obninsk, Kurchatov Street, 21. Director: Vladimir Nikolayevich Serikov. Telephone: (08439) 25344. Fax: (08439) 48510.

 State Central Institute for Qualification Enhancement. Address: 249020 Kaluga oblast, Obninsk, Kurchatov Street, 21. Director: Yuriy Petrovich Rydnev. Telephone: (08439) 48833. Fax: (08439) 48011.

 Moscow Institute for Qualification Enhancement, "Atomenergo". Address: 125413 Moscow, Senezhskaya Street, 1/9. Director: Nikolay Ivanovich Ishchenko, Rector. Telephone: (095) 453 0277. Fax: (095) 453 8559.

 State Regional Educational Center of the Ministry of Atomic Energy of Russia. Address: 197348 St. Petersburg, Aerodromnaya Street, 4. Director: Yuriy Petrovich Lisnenko, Rector. Telephone: (812) 3945005.

 Ural Institute for Qualification Enhancement, "Progress". Address: 624133 Sverdlovsk oblast, city of Novouralsk, Pervomayskaya Street, 107. Director: Valeriy Ivanovich Makarov. Telephone: (34370) 91601. Fax: (34370) 91354. Web: http:

/ Siberian Institute for Qualification Enhancement, "Spetsmontazh". Address: 630075 Novosibirsk-75, Narodnaya Street, 7/1. Director: Oleg Igorevich Sidorov. Telephone: (3832) 760564. Fax: (3832) 760117.

 Central Scientific-Research Institute of Control, Economics, and Information of the Ministry of Atomic energy of Russia (TsNIIatominform). Address: 127434 Moscow, Dmitrovskoye Highway, 2. Director: Nikolay Yegorovich Yakovlev. Telephone: (095) 9767272. Fax: (095) 9767203.

 Novosibirsk Branch of TsNIATOMINFORM [see acronym expansion above]--Branch Scientific-Technical Center of Information Science in Construction (ONTTs "Informstroy). Address: 630055 Novosibirsk, M. Dzhalil Street, 23. Director: Anatoliy Nikolayevich Tseba. Telephone: (3832) 321747. Fax: (3832) 325853.

 Angarsk Scientific-Research Center of Control, Economics, and Information (ATOMINFORM-A). Address: 665816 Irkutsk oblast, Angarsk, P. O. Box 289. Director: Vitaliy Valentinovich Denisenko. Telephone: (39518) 43621. Fax: (39518) 40262.

 State Enterprise, "Chernobyl Archive". Address: 109017 Moscow, B. Ordynka Street, 24/26. Director: Yevgenyy Viktorovich Postnikov. Telephone: (095) 2394687. Fax: (095) 2392237.

 Firm for Commercial Advertisement and Scientific-Technical Propagation. Address: 103105 Moscow, Varshavskoye Highway, 3. Director: Stanislav Mikhaylovich Tsvetayev. Telephone: (095) 9541082. Fax: (095) 9525963.

 Northern Indusrial College (municipal educational establishment). Address: 636070 Tomsk obalst, Seversk, Kommunist Avenue, 65. Director: Aleksandr Nikolayevich Zhiganov. Telephone: (3822) 779529.

 Beloyarsk Polytechnic College Address: 624051 Sverdlovsk oblast, Zarechnyy, Lenin Street, 27. Director: Oleg Nikolayevich Arefyev. Telephone: (34377) 32004.

 Balakhna Polytechnic College. Address: 606400 Nizhegorod oblast, Balakhna, Dzerzhinskiy Street, 21. Director: Aleksandr Aleksandrovich Checherin. Telephone: (83144) 20781.

 Moscow Industrial College. Address: 113191 Moscow, Kholodilnyy Lane, 7. Director: Viktor Sergeyevich Geraskin. Telephone: (095) 9522621.

 Moscow Oblast Polytechnic College. Address: 144000 Mocow oblast, Electrostal, Lenin Street, 41. Director: Nikolay Stepanovich. Telephone: (095) 7029028.

 Siberian Polytechnic College. Address: 630075 Novosibirsk-75, B. Khmelnitskiy Street, 9. Director: Pavel Andreyevich Tereshchenko. Telephone: (3832) 760239.

 Novovoronezh Polytechnic College. Address: 396072 Voronezh oblast, Novovoronezh, Oktyabrskaya Street. Director: Mikhail Alekseyevich Dukhanin. Telephone: (07364) 28096.

 Yuzhnouralsk Polytechnic College. Address: 456783 Chelyabinsk oblast, Ozersk, Pobeda Street, 48. Director: Angelina Valentinovna Romanovna. Telephone: (35171) 44623.

 Uralsk Polytechnic College. Address: 624130 Sverdlovsk oblast, Novouralsk-3, Lenin street, 85. Director: Leonid Nikolayevich Mochalov. Telephone: (34370) 22497.

 Volgodonsk Engineering College of Power-Machine Building. Address: 347340 Rostov oblast, Volgodonsk, Lenin street, 27. Director: Tamara Vailyevna Bazavova. Telephone: (86392) 25673.

 Zarechnyy Industrial College (municipal educational establishment). Address: 249020 Kaluga oblast, Obninsk, Lenin Avenue, 71. Director: Vladimir Petrovich Petrov. Telephone: (08439) 61209.

 Obninsk Poly-Engineering College. Address: 249020 Kaluga oblast, Obninsk, Lenin Avenue, 71. Director: Vladimir Petrovich Petrov. Telephone: (08439) 61209.

 Krasnoyarsk Electro-Mechanical Engineering College. Address: 663690 Krasnoyarsk kray, Zelenogorsk, Bortnikov Street, 13. Director: Grigoriy Antipyevich Porsev. Telephone: (39169) 34433.

 Angarsk Polytechnic College. Address: 665030 Irkutsk oblast, Angarsk, P. O. Box 60. Director: Yuriy Vasilyevich Dragunov. Telephone: (3951) 999362.

 Sosnovyy Bor Branch of Moscow Obalst Polytechnic College. Address: 188537 Leningrad oblast, Sosnovyy Bor, Mir Street, 5. Director: Tatyana Nikolayevna Keller. Telephone: (812) 69662224.

 Protvino Branch of Moscow Oblast Polytechnic College. Address: 142284 Moscow Oblast, Serpukhov rayon, P. O. Box 66. Director: Nadezhna Pavlovna Sholokhova, Branch Head. Telephone: (09677) 41362.

 Kirovo-Chepetsk Branch of Moscow Oblast Polytechnic College. Address: 613020 Kirov oblast, Kirovo-Chepetsk, P. O. Box 32. Director: Lidiya Aleksandrovna Malykh, Branch Head. Telephone: (83361) 31296.

 Dubna Branch of Moscow Oblast Polytechnic College. Address: 141980 Moscow oblast, Dubna, Priborstroitelnaya Street, 2. Director: Galina Nikolayevna Lepunova, Head of Branch. Telephone: (09621) 40523.

 Glazov Branch of Moscow Oblast Polytechnic College. Address: 427600 Udmurt Republic, Glazov, General Post Office, P. O. Box 238. Director: Olga Andreyevna Trushkina, Head of Branch. Telephone: (34141) 30476.

 Professional-Technical School No. 1. Address: 171850 Tver Oblast, Udomlya, Kurchatov Avenue, 8. Director: Viktor Mikhaylovich Bezverkhov. Telephone: (08255) 43075.

 12. Export Services.

 Joint-Stock Company, "Tekhsnabeksport". Address: 109180 Moscow, Staromonetnyy Lane, 26. Director: Revmir Georgiyevich Frayshtut. Telephone: (095) 9533864. Fax: (095) 2302638.

 Firm, "Uranservis"--Director Aleksy Antonovich Grigoryev. Firm, "TVELy"--Director Oleg Valeriyevich Bondarenko. Firm, "Atomimpeks"--Director Viktor Mikhaylovich Rodin. Currency and Finance Section. Section for State of Market and Prices. Section for Foreign Relations and Protocol. Section for Informational Provision. Section for Processing and Protection of Information.

 Separation Plants.

 Ural Electro-Chemical Combine. Separation Plant. Address: 624130 Novouralsk, Sverdlovsk oblast, Dzerzhinskiy Street, 2. Director: Anatoliy Petrovich Knutarev, General Director. Telephone: (34370) 92424. Fax: (34370) 94141. Web: http:

www.ricon.e-burg.ru

 Electro-Chemical Plant (EkhZ). Separation Plant. Address: 663690 Zelenogorsk, Krasnoyarsk kray. Director: Anatoliy Nikolayevich Shubin, General Director. Telephone: (39169) 33350, 33321.

 Siberian Chemical Combine. Separation Plant. Address: 636070 Seversk, Tomsk oblast, Kurchatov oblast, 1. Director: Valeriy Konstantinovich Larin, General Director. Telephone: (3822) 771798. Fax: (3822) 772528. Web: http:

 Angarsk Electrolytic Chemical Combine. Separation Plant. Address: 665804 Irkutsk oblast, city of Angarsk. Director: Viktor Panteleymonovich Shopen. Telephone: (39518) 40710. Fax: 39518) 66715.

 Joint-Stock Company, "Atomstroyeksport". Address: 113184 Moscow, Malaya Ordynka Street, 35, building 3. Director: Viktor Vasilyevich Kozlov. Telephone: (095) 7379037.

 All-Regional Association, "Izotop" [Isotope].

 State Unitary Enterprise, All-Regional Association, "Izotop" (V/O "Izotop"). Address: 119435 Moscow, Pogodinskaya Street, 22. Director: Boris Viktorovich Akakiyev. Telephone: (095) 2450118. Fax: (095) 2452492.

 Yekaterinburg Enterprise, "Izotop". Address: 620142 Yekaterinburg, Belinskiy Street, 143. Director: Lilian Akhramovich Khamitov. Telephone: (3432) 223149. Fax: (3432) 227473.

 Khabarovsk Enterprise, "Izotop". Address: 680020 Khabarovsk, Volchayevskaya Street, 83. Director: Vladimir Vladimirovich Fedorov. Telephone: (4212) 222025. Fax: (4212) 222025.

 13. Business Partners of Enterprises of Ministry of Atomic Energy (none listed).

 14. Banks, Insurance Organizations, and Investment Companies (none listed).

 15. Ecological Organizations.

 Bellona. Web: http:

www.bellona.no.

 Green World. Web: http:

www.spb.org.ru/greenworld

 Social-Ecological Union. Web: http:

www.cci.glasnet.ru/seu

 Contructive-Ecological Movement, "Kedr". (no listing)

 Ecoline. Web: http:

www.cci.glasnet.ru

 World-Wide Informational Service for Problems of Energy. Web: http:

www.antenna.nl

 E-tip. Web: http:

www.ecologia.nier.org

 EcoNet. Web: http:

www.igs.org/igs/econet

 Grinpis [Greenpeace] Russia. Web: http:

www.greenpeace.ru

 Grinpis Interneshnl [Greenpeace International]. Web: http:

www.greenpeace.org

 Prima-M. Web: http:

www.glasnet.ru/aoprima

 Center for Disarmament, Energy, and Ecology MFTI [Moscow Institute of Physics and Technology]. Web: http:

www.armscontrol.ru

 16. Social and Non-Commercial Organizations. (none listed)

 17. Strategic Nuclear Forces of Russia. (none listed)