Identifying and adjusting the organization’s current strategy

Introduction. Not all organizations have a document labeled “development strategy,” but their structural divisions also have plans, projects, and programs that reflect a goal orientation for the foreseeable future. This situation is often explained by the fact that not all organizations can afford to expend resources on developing a strategy whose implementation will only yield results in the long term. However, the need for organizations to develop in a way that ensures success in competitive markets prompts stakeholders to rethink their target benchmarks and develop appropriate solutions. 
The purpose is to demonstrate the feasibility of identifying promising development directions for an organization by adjusting its unstated, but actually implemented, development strategy, including through the use of artificial intelligence tools. 
The methodological basis of the study is a content analysis of works in the field of strategic management, the functional approach and theory of strategic planning, methods for constructing a hierarchy of goals, as well as a systems approach and methods of graphical and verbal modeling in the process of making management decisions in combination with artificial intelligence tools. 
The results of the study suggest a methodological approach to identifying an organization’s actual strategy based on an analysis of existing functional strategies. It is argued that the absence of a formally stated  strategy does not imply the absence of strategic management – strategy is “manifested” through functional  strategies and their objectives. An algorithm for transitioning from functional strategies to formulating an effective strategy is presented, including the stages of identifying functional objectives, constructing a goal tree, identifying contradictions, and synthesizing strategic priorities. A procedure for adjusting the identified strategy is developed based on an analysis of the organization’s potential and the challenges hindering  the exploitation of external environmental opportunities, as well as a focus on benchmark strategies of  leading organizations and the results of constructing a target block, including statements of vision, mission, and strategically significant objectives. 
Conclusions. An organization’s current strategy typically contains inconsistent functional objectives, is inconsistent with the requirements of a changing external environment, and reflects insufficient consideration of the organization’s strategic potential. This requires adjustment, which can be achieved through an analysis of functional strategies. Functional strategies collectively form a “field of strategic behavior” for the organization, which can be adjusted by analyzing the objectives of these strategies and subsequently structuring them using artificial intelligence tools. A key methodological tool at all stages of organizational strategy adjustment is the goal tree, which provides a structured framework for hierarchical relationships  between goals at various levels. The findings and recommendations can be used in developing organizational development strategies. 

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