Abstract:

The article deals with demonstration, how to do an effective transfer of strategy into processes of a firm, with respect to potential risk impact. Behind standard access of strategic management, tools of risk management were used. Work with scenarios became a part of business plan design on the tactical management level. The leading master budget was elaborated with required volatility into partial budgets for operational management at the process level. Trigger points and Early Warning Signals were set. The specific risks cased failures in processes´ development must be harmonized with risks effecting development of scenarios. The convenient methodology for this purpose is FMEA methodology (Failure Mode and Effects Analysis). The purposeful tool for failures´ quantification for setting priorities with regard to theirs genesis, is Risk Priority Number (RPN). As our research demonstrated the application of these techniques bring desired growth of performance and financial stability accompanied by further potential of technical development and competitiveness maintenance.