INNOVATIVE TECHNOLOGIES AND NEW BUSINESS MODELS: CHALLENGES FOR CORPORATE STRATEGY
Digital transformation and the acceleration of technological cycles are radically transforming the corporate competitive landscape, calling into question the sustainability of traditional strategic paradigms. This study analyzes the challenges that innovative technologies (artificial intelligence, blockchain, the Internet of Things, generative models) and the new business models they generate (platforms, ecosystems, subscription-as-a-service, product-as-aservice) pose for corporate strategy. This empirical analysis covers 127 large corporations from the S&P 500 index for the period 2015–2024. revealed a critical dilemma: 68% of companies that successfully implemented advanced technologies failed to transform their business model, which resulted in a shortterm increase in operational efficiency (+11–14%), but a lack of sustainable competitive advantage and a subsequent loss of market capitalization (–23% over the five-year period after the peak). In contrast, 22% of companies that implemented a systemic transformation of the business model with simultaneous adaptation of the organizational architecture achieved sustainable growth in market capitalization (+47% over the five-year period) and export share (+31%). The key barriers to strategic adaptation turned out to be: (1) the cognitive inertia of management tied to historical sources of profit; (2) organizational rigidity of functional structures, hindering cross-functional integration; (3) a conflict between short-term financial metrics and long-term investments in transformation; (4) a lack of “strategic ambidexterity” — the ability to simultaneously optimize the current business and create new directions. The study proposes the concept of an “evolutionary strategy” based on continuous experimentation, modular organizational architecture, and the dynamic redistribution of resources between mature and emerging business models. Case studies of Microsoft (successful transformation), General Electric (failed diversification), and Siemens (hybrid adaptation) confirm that the survival of corporations in the era of technological disruption is determined not by technological sophistication, but by the ability to strategically adapt — continuously reassess the fundamental assumptions of the business in response to technological shifts. Practitioners are provided with principles for building “antifragile” strategic systems capable of not only adapting to change but also capitalizing on the volatility of the technological environment.
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