Corporate Strategic Objectives Cascading

The paper describes the relationship between the organization life cycle and the model of strategic objectives. The organization life cycle is considering as a main factor of management system transformation process. In order to describe the model of strategic objectives, the paper uses the balanced scorecard developed by D. Norton and R. Kaplan, which allows to transfer strategic goals to operational levels and allocates four basic projections: finance, clients, internal processes and personnel. As a tool for describing the stages of the organization life cycle, the paper proposes to use the L. Greiner's model of organizational development. The origin of the revealed relationship is explained by the theory of constraints developed by E. Goldratt, according to which it is possible to identify a strategic objective which performs as a "limitation" of the management system and contributes to the achievement of organization vision - "transition to the next evolutionary stage of development by overcoming the corresponding management crisis at each stage of the organization's development". Taking into account this assumption and also the provisions of the situational management approach, the paper proposes the proper state of the model of strategic objectives for each stage of the organizational development. In order to identify the discrepancy of these elements, the paper also offers diagnosing tools for defining the current state of the organization's life cycle and its model of strategic objectives. The validity of the proposed approach has been confirmed by testing the diagnostic models using the example of the company Nizhny Novgorod branch of PJSC "Rostelecom".