STRATEGIC MANAGEMENT IN THE PUBLIC SECTOR: PRIORITIES, IMPLEMENTATION, AND PERFORMANCE EVALUATION

Abstract

The purpose of the study is to examine the specifics of implementing strategic thinking and strategic management in the public sector, to identify the key drivers of strategic governance performance, and to analyze the interaction between political and administrative levels in shaping and executing strategic priorities. The methodology is based on a comprehensive review of scholarly works in public administration, strategic management, and stakeholder theory, applying system-based and comparative approaches to public and corporate governance. Moore’s Public Value framework, the analysis of regulatory documents, and performance assessment tools (KPI, Balanced Scorecard, Lean technologies) are utilized. The scientific contribution lies in developing an integrated concept of strategic management in the public sector that emphasizes three essential conditions for strategy implementation: public value creation, legitimacy and stakeholder support, and operational capacity. The study reveals the characteristics of strategic competition at political, institutional, and analytical levels and demonstrates that strategic intent emerges as a process of future design and value alignment among stakeholders. The findings indicate that successful strategy implementation requires coordination between political and administrative components, a balance between public value and operational capability, and the use of multidimensional performance indicators. However, the insufficient maturity of civil society and political constraints continue to impede the development of strategic thinking and the realization of national strategic priorities.