УПРАВЛІННЯ ЗМІНАМИ В ОПЕРАЦІЙНИХ ПРОЦЕСАХ: ТЕОРІЯ ОБМЕЖЕНЬ І ТЕОРІЯ ЙМОВІРНОСТЕЙ ЯК КЛЮЧОВІ ІНСТРУМЕНТИ

Ensuring the strategic resilience of an organisation is important in the context of the need to develop the economy in a changing external environment. The presence of a significant proportion of strategically stable economic entities ultimately ensures the development of the national economy. The purpose of this work is to determine the relationship between the strategic sustainability of the organisation and the adoption of organisational innovation. Various methods were used to achieve this goal, including searching for information in open sources, conducting in-depth interviews and surveys of companies, and analysing the data obtained, including the use of update software. The article discusses key tools for ensuring strategic resilience. Interviews with industry experts revealed general criteria for an organisation that can be considered strategically sustainable. The novelty of this study is to determine the relationship between ensuring the strategic sustainability of an organisation through organisational innovation. Based on the analysis of 120 Russian companies from various industries, it was found that the majority of companies (72%) have introduced organisational innovations at least once, while in a significant proportion of companies the process of introducing organisational innovations is ongoing (38%). Organisations implement organisational innovations to maintain their own effectiveness and to remain competitive. In some cases, the introduction of organisational innovation may be a natural response to a change in the business model and/or an update of the organisation՚s strategy. The analysis revealed that the frequency of implementation of organisational innovations has a greater impact on the strategic stability of an organisation than just the fact of their implementation. Most strategically stable companies implement organisational innovation more often than strategically unstable companies. The practical significance of this study lies in the fact that the findings can be applied to the practical activities of organisations, and they also form the basis for further research in the field of strategic sustainability and organisational innovation.

In modern conditions of development, digital platforms in small and medium-sized businesses began to be widely used during the development of Industry-4.0 globalization. Modern studies define digital platforms as an electronic environment that includes a general set (list) of goods and services with a corresponding digital configuration. Examples of digital platforms are: digital music platform "Spotify" or "iTunes", digital movie platform "Netflix", etc. The article established that from the point of view of the economy, digital platforms are auxiliary electronic environments (markets) on which sellers and buyers buy and sell goods. And digital entrepreneurship is also considered as the process of creating a new Internet business. In the process of research, it was established that thanks to the spread of digital platforms, entrepreneurs have opportunities to stimulate innovation to create new products or services. In the framework of Industry 4.0, globalization and digitalization have created some benefits for participants based on digital platforms. First of all, through digital platforms, manufacturers can assess buyers and end consumers without going through intermediaries. Also, digital platforms allow sellers to display their products in virtual shopping centers through a website, and consumers can view product information at a time and place convenient for them. It has been proven that small and medium-sized enterprises are one of the main engines of the modern economy, which contribute to the development of the country's economy, the creation of income, employment and innovation in various fields. Small and medium-sized enterprises are the key to economic growth and market competition in most developed economies due to their flexibility and ability to innovate. According to the results of the conducted research, it is confirmed that the use of digital tools and platforms helps small and medium-sized businesses to determine the right direction for improving the efficiency of small and medium-sized enterprises within the framework of Industry 4.0 and digitalization trends. After all, the activity of small and medium-sized business enterprises directly affects the total GDP of the country. Thus, the subject of further research is the study of factors that can increase the productivity of small and medium-sized business enterprises, which is important in determining the directions of the future development of small and medium-sized business enterprises. In addition, within the framework of Industry-4.0. SMEs must take advantage of globalization and digitalization to perform better and achieve greater competitive advantages.

The article highlights current issues regarding the potential of small and medium-sized enterprises (SMEs), which is an important factor in the economic development of any country. The innovative potential of the enterprise is the ability of the organization to generate new ideas and implement them in its activities. This is a complex indicator that includes various aspects that affect a company's ability to be innovative. The study provides key aspects that determine the innovative potential of SMEs, namely: economic growth - SMEs contribute to the creation of new jobs and ensure the flexibility of the economy, as they quickly respond to market changes; innovation – small and medium-sized enterprises are often the source of new ideas and technologies, as they have lower bureaucratic barriers and more flexible structures; competition - SMEs contribute to increasing the level of competition in the market, which stimulates large companies to increase efficiency and improve the quality of products and services; social aspect – small and medium-sized enterprises are often the basis for the development of local communities, providing jobs and supporting the local economy; globalization – SMEs can successfully enter international markets, contributing to the country's export potential. Key challenges for SMEs include access to finance, regulatory barriers, shortages of skilled workers and the need to adapt to technological change. Support from the state, business incubators and other organizations can significantly improve the conditions for the development of small and medium-sized enterprises. An up-to-date analysis of small and medium-sized enterprises was carried out and the corresponding steps for creating an effective innovation potential of small and medium-sized enterprises were provided. The key elements of innovation potential are presented, namely: resource base, organizational structure and culture, research and development (R&D), information support, patent and licensing activities, innovation marketing, innovation management. Innovative potential is a key factor for ensuring long-term competitiveness and success of the enterprise on the market. It allows the company not only to respond to changes in the external environment, but also to actively form new market opportunities.

The article highlights the theoretical approaches to the essence of the concept of "budgeting" as a tool for managing economic activity of the enterprise. Based on the study of interpretations of the "budgeting" concept, a comparison of opinions of different scientists-researchers of this economic category is generalized and formed. The role of budgeting and opportunities for effective management of economic activity of the enterprise are revealed. The principles on which the budgeting system is based are analyzed and supplemented by their own, which include: optimality; unity; systematics, transparency, alternatives, complexity. The classification of budgeting methods is carried out according to the following classification features: selection of budget planning objects, initial base, budget development procedure, level of centralization, level of adaptation of budget planning to changes in the external environment, method of planned budget indicators calculating. It is determined that budgeting as well as any economic category has its advantages and disadvantages, the main of which are given in this article. Modern business conditions necessitate entrepreneurs to take into account changes in both internal and external environment, actively master innovative management technologies, study market conditions, take into account the probability of certain events and at the same time develop models of enterprise behavior in the absence of sustainable development in labor, material, information and financial resources. A significant number of business representatives appreciated the benefits of applying the budgeting process in practice, which is one of the management tools and has become widespread in economically developed countries. Budgeting is not a universal method of avoiding negative impact on the results of their activities, but provides an opportunity to navigate in a real fast-changing environment and make the necessary sound management decisions that will provide optimal conditions for business development in an unstable economy. The practical application of budgeting becomes an objective necessity, as it helps to optimize resource flows, ensures economical use of all types of resources, affects cash flow management, increases financial discipline, the level of investment attractiveness and competitiveness of enterprises.

The article studies the theoretical aspects of the introduction of organizational changes in the management of organizations and the definition of the essence of managing organizational changes in the activities of domestic enterprises and organizations. It is defined that changes are an integral part of the activities of domestic enterprises and organizations and most often consider external, internal and organizational changes. An analysis of theoretical approaches to the definition of the concept of «organizational changes» revealed the absence of a single generally accepted approach to the definition of this concept and made it possible to establish the main positions from which this concept is considered. It is determined that organizational changes characterize changes that occur in the activities of enterprises and organizations and are associated with the introduction of new forms and methods of management, taking into account the influence of factors of the external and internal environment, and are aimed at achieving the established goals of their activities. A generalizing classification of organizational changes is proposed, which: allows defining the substantial content of organizational changes; ensures the manageability of all processes for the implementation of organizational changes; creates opportunities for controlling organizational changes and serves as the basis for building a system for managing organizational changes in the management of the organization and is the starting point for understanding and developing levers of influence on resistance to organizational changes on the part of staff. It is defined that the management of organizational changes is a complex and multifaceted process that concerns all areas and directions of activities of enterprises and organizations. It is proposed to consider the management of organizational changes as a set of purposeful managerial actions in the organization’s management system aimed at transferring it from one state to another (desired state), which are carried out in accordance with certain development goals in conditions of variability of the external and internal environment. The purpose, main task, subject and object of management of organizational changes are defined. The positive results that domestic enterprises and organizations can obtain from the introduction of organizational changes in their activities are considered.

The identification of production bottlenecks remains one of the most critical challenges in aerospace manufacturing, given the complexity inherent to production flows, the strong interdependence among processes, and the stringent requirements related to quality and safety. While Value Stream Mapping (VSM) is widely adopted for flow analysis, its conventional application shows limitations in capturing systemic capacity constraints, particularly in environments subject to high operational variability. This paper presents a structured analytical approach, organized into six stages, developed through the integration of Lean Manufacturing principles, the Theory of Constraints, and capacity analysis. The approach was applied to a real case study of aerospace structural assembly, allowing the identification of bottlenecks that had not been previously recognized and leading to an approximate 38% reduction in total process lead time. The findings indicate that the explicit incorporation of variability and capacity into value stream analysis supports more robust diagnostics and contributes to improved operational stability in complex aerospace systems.

The research aims to study and analyze the role of the Theory of Sustainable Constraints in reducing production costs in industrial economic units. The problem of the research is that profit-oriented industrial economic units face numerous issues in their production processes, which consequently leads to increased costs. Relying on traditional techniques or methods is accompanied by many deficiencies, in addition to the internal and external constraints that management faces, which affect the efficiency and effectiveness of resource utilization, competitive capacity, and profit maximization. To achieve the research objective, a case study of the Kufa Cement Plant was conducted by identifying the constraints imposed on production processes that cause cost increases and how to manage and eliminate them to reduce the associated costs. The researchers concluded that the Theory of Sustainable Constraints plays a very important role in assisting economic units in reducing their production costs by identifying production constraints, focusing on resolving them, and maximizing resource utilization efficiency in the best possible way, which contributes to cost reduction and profit realization.

Research concerning innovation management by definition involves multilevel analysis. Focusing on the innovation at individual and organizational levels, this study examines the intensity of the relationship between individual creativity and organizational innovation to identify the construct of innovation composition process across these two levels. Due to a shift in organizational change management, which exceeds the convenience of advanced information technologies (IT), this study identifies and analyzes the effect of virtual organizational (VO) structure on the interaction between individual creativity and organizational innovation. Through the regression analysis of 128 information and electronic companies in Taiwan, the results show that the adoption of VO positively influences organizational innovation. Furthermore, it positively moderates the relationship between individual creativity and organizational innovation.

In the modern context of global changes, the study of the influence of administrative and legal factors on the sustainable development of regions is of particular relevance, which is also due to the hyperdynamics of the external environment. The main purpose of the article is to identify and streamline the main administrative and legal factors influencing the formation of sustainable development of the region in a changing external environment. Key research methods are the method of hierarchical analysis, paired comparison, expert analysis and the Delphi method. A scientific question has been formulated based on the results of a literature review, which is how to more effectively implement administrative and legal support for the formation of sustainable development of the region. Valid methods are disclosed due to their step-by-step application. An analysis of the dynamics of key indicators of sustainable development of one of the regions was carried out. A modern model for the formation of sustainable development of the region is proposed, considering the conditions of the changing external environment and focusing on administrative and legal principles, which is characterized by blocks and a schematic explanation. A methodological approach to modelling the definition and ordering of the main administrative and legal factors influencing the formation of sustainable development of the egion in a changing external environment has been developed. Based on the results of the modelling, it was determined that the most significant factors of influence within the framework of administrative and legal support for the formation of sustainable development of the Lviv region in a changing external environment are martial law, administrative court proceeding and local self-government and decentralization. The effectiveness of the proposed method has been proven through the ability to satisfy all information needs of subjects of sustainable development in the region. The practical significance of the research results is revealed in the possibility of using the proposed model and methodological approach in the work of public services and the public administration system of the region

Affected by COVID-19, Adidas' global net sales in 2020 decreased by 3.756 billion euros compared to 2019. Adidas's net sales worldwide decreased by 3756 million euros in 2020 compared to 2019. This article will analyze the changes in Adidas's operation situation and competitiveness under the impact of COVID-19. At the same time, combined with the 2016-2020 financial statement data publicly disclosed by Adidas, this article will analyze the specific impact of COVID-19 on Adidas' financial status and provide a more in-depth interpretation of the financial statements. The goal of this article is to analyze Adidas' future development strategy and make recommendations by analysing the impact of COVID-19 so that it can better meet the needs of external interests and internal management. Many scholars' relevant research is mostly on the development strategy research at the macro level. However, there is a lack of strategic research on the micro-enterprise level after being affected by COVID-19. This article first reviews the literature and expands new research directions based on existing research. Then, this article will use the PEST method to analyze the changes in Adidas's external macro environment under the influence of COVID-19 and apply the theory and methods of financial statement analysis to specific applications. Then this article will combine Potter's five forces model analysis method to further analyze Adidas' external environment and industry environment under the influence of COVID-19. Finally, this article will conclude and put forward development strategy recommendations.

The entry of foreign banks, the spread of financial crisis, the marketization of interest rates and the impact of the point of time assessment lead to the phenomenon of bank liquidity tail, which has a negative impact on commercial banks, the financial system and the national economy. This paper is based on the current situation of the phenomenon of bank liquidity tail, analyzes the reasons of bank liquidity tail from two aspects of management and supervision system of bank liquidity, and proceed from the inner bank, the central bank's monetary policy, the external environment and so on, to find credit mismatches, credit term structure mismatch, the end of the month to pay the deposit reserve, the central bank focused on open market operations, the external macro environment are the main factors of bank liquidity tail. Therefore, this paper puts forward some countermeasures to solve the problem of bank liquidity from the perspective of liquidity supervision system, the bank's own management mode, the central bank credit rationing and the external environment change.

Purpose This study examines how organisational actors make sense of the external macro environment and how these sensemaking processes shape strategic understanding and organisational action under conditions of persistent uncertainty. Moving beyond objectivist approaches to environmental analysis, the study positions sensemaking as a central strategic practice through which organisations interpret and respond to volatile, non-linear, and ambiguous external conditions. Design/methodology/approach The study adopts a qualitative, interpretive research design based on an embedded single-case study of a Sri Lankan export-oriented manufacturing organisation operating in a Global South context. Data were generated through 38 semi-structured, in-depth interviews conducted across multiple organisational levels, complemented by field observations. Data analysis followed Braun and Clarke's reflexive thematic analysis to identify patterned meanings in how organisational actors interpret the external environment and translate these interpretations into strategic action. Findings The findings show that organisational actors do not treat the external environment as an objective or stable reality but actively construct it through multiple, overlapping modes of sensemaking. These include retrospective sensemaking following disruption, experiential sensemaking grounded in operational practice, narrative sensegiving to translate global pressures, emergent sensemaking through action and learning, and ethical sensemaking that humanises environmental pressures. These sensemaking processes directly shape strategic understanding and action by legitimising incremental and adaptive responses, enabling learning-oriented capability development, distributing strategic agency across organisational levels, and embedding ethical considerations into everyday strategic practice. Strategy emerges as an evolving pattern of action rather than the implementation of predefined plans. Originality/value The study contributes to strategic management and sensemaking literature by shifting attention from episodic crises to ongoing sensemaking of the macro external environment as a foundational strategic practice. It enriches strategy-as-practice scholarship by empirically connecting macro environmental pressures to micro-level action through interpretation. By offering a Global South perspective, the study challenges universalistic strategy assumptions and highlights the ethical and contextual dimensions of strategic sensemaking in environments characterised by structural uncertainty. This study extends existing sensemaking and strategy-as-practice research by showing how macro-environmental interpretation operates as an ongoing, ethically infused strategic practice. It advances understanding of how actors in structurally uncertain Global South contexts construct legitimacy and coherence under persistent volatility.

The article examines organizational flexibility as a key determinant of economic recovery in conditions of instability, global crises, and post-war transformation. It emphasizes that flexibility represents an integrated capability of an enterprise to adapt to environmental changes while maintaining performance, competitiveness, and resilience. The concept of organizational flexibility is interpreted through its main five dimensions: strategic, operational, financial, cultural, and digital. The study highlights that flexible organizations are characterized by decentralized management structures, agile decision-making, and innovative use of digital tools, which together increase their responsiveness to external shocks and enhance efficiency in resource utilization. It is argued that flexibility functions as both a mechanism for crisis adaptation and a long-term factor of sustainable growth. The article identifies human capital development, innovation activity, and digital transformation as central components of flexibility that directly influence the effectiveness and efficiency of enterprise recovery processes. A particular emphasis is placed on the interrelation between adaptability and the rational use of resources, optimization of expenses, and measurable improvement of results. Organizational flexibility ensures the ability to restructure production processes, diversify financial flows, and maintain stability even in periods of economic turbulence. Moreover, it contributes to the creation of synergies between enterprises, government institutions, and research organizationns, facilitating innovation diffusion and technological modernization. The authors proposed an analytical approach to assessing the role of organizational flexibility in economic recovery, focusing on measuring and estimating its effects on productivity and resource efficiency. The results show that the higher the level of flexibility, the faster and more effective the recovery process, supported by reduced operational costs and improved strategic coherence.

The article is dedicated to studying the impact of the external environment on the formation of a company’s strategic behavior. In particular, it explores how economic, political, social, and technological factors change the conditions of a company’s functioning and affect its strategic behavior. The article includes an analysis of recent research and publications on this topic, as well as practical aspects of the relationship between the external environment and a company’s strategic behavior. The goal of the article is to understand how the external environment affects a company’s strategic behavior and how company management can use this knowledge to improve their effectiveness in the modern market environment. The article discusses the issues of forming strategic behavior of companies in conditions of instability and uncertainty. The article examines the theoretical aspects of strategic management as well as practical aspects of forming a company’s strategy. The theoretical aspects of strategic management are presented, where the main approaches to forming a company’s strategy are considered and the main stages of forming a strategy are defined. Factors that affect the formation of a company’s strategy in modern conditions, such as globalization, technological changes, internet development, and competition, were also explored. The practical aspects of forming a company's strategy were investigated, including determining the mission and goals of the company, analyzing the external and internal environment, choosing a development strategy, and implementing it. The article also discusses methods for evaluating the effectiveness of a strategy and the risks associated with its implementation. The general conclusion of the article is that forming a company’s strategy in modern conditions is a complex process that requires a comprehensive approach and careful analysis of all factors that affect the company. Forming a company’s strategic behavior is a complex and multifaceted process that requires a systemic and in-depth analysis.

The article examines the issue of forming transversal competencies of future primary school teachers in the context of modern educational challenges caused by wartime conditions. The importance of transversal competencies is substantiated as a key element of the professional training of future educators, ensuring their ability to adapt, demonstrate resilience, and act effectively under conditions of uncertainty and social transformations. Based on the analysis of scientific sources, various approaches to interpreting the essence of the concept of “transversal competencies” are presented. It is defined that they integrate skills of critical and creative thinking, communicative and digital literacy, the ability to cooperate, reflect, and pursue self-development. Attention is focused on the need to apply modern educational technologies in the process of professional training of future primary school teachers. It is proven that these technologies contribute to the development of students’ abilities to work in a team, make decisions in complex conditions, organize their own activities, and manage the educational process on the principles of flexibility and innovation. It is concluded that the formation of transversal competencies is a strategic task of higher education institutions, as they ensure professional mobility and competitiveness of future primary school teachers in the globalized educational space. Methodological recommendations are proposed for the formation of transversal competencies of future primary school teachers, developed on the basis of theoretical analysis and practical experience of professional training of higher education applicants. The recommendations are aimed at improving the educational process in higher education institutions through the implementation of interdisciplinary projects, coaching technologies, interactive forms of learning and the use of digital tools. Special attention is paid to the development of critical and creative thinking, communication, team interaction, self-reflection and emotional stability of future teachers. The prospects for further research lie in the development and testing of methodological models and innovative technologies aimed at the systematic formation of transversal competencies of future primary school teachers in higher education institutions, as well as in the study of international experience with its subsequent adaptation and implementation into the national educational context.