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A considerable part of innovative plans concerning implementation of developments with underlying novelties either do not reach the implementing stage, or in fact yield less benefit than anticipated. One of the reasons of such failures is the fact that the manager lacks real tools for planning, evaluating and controlling innovations. The article brings forward the mechanism for a strategic planning of a company, based on the analysis of both inner companys resources, and outer competitive strength, as well as on searching ways of using external opportunities with account taken of the companys specific character. Strategic planning is based on a code of regulations and procedures containing a series of methods, the use of which makes it possible for companys manager to ensure prompt measures of reaction to outer business environment changes. Such methods include: strategic segmentation; solving problems in real-time mode; diagnostics of strategic readiness to operate in the context of the future; working out a general plan of management; planning of the business position of the firm; strategic transformation of the company. Strategic planning process is presented as a closed cycle consisting of 9 successive stages, each of them represents a logical sequence of measures ensuring the dynamics of system development. The developed by the author strategic planning methods result in the recommendation to proceed to interactive strategic management which is conceptually based on the constructive potential of the collective body, on searching ways of its building on the basis of effective overcoming accelerating changes, increasing organizational complexity, and unpredictable changeability of the environment.
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