TRANSFORMATION OF THE ENTERPRISE CRISIS MANAGEMENT MECHANISM IN THE CONTEXT OF BUSINESS ENVIRONMENT DIGITALIZATION

Abstract

The article examines the transformation of the enterprise crisis management mechanism in the context of the digitalization of the business environment and substantiates the need to shift from a predominantly reactive model of crisis response to a preventive-adaptive approach focused on the early identification, assessment and forecasting of threats, as well as the timely formation of managerial responses. It is determined that the digital transformation of crisis management should not be reduced to the local implementation of individual technological solutions, but should involve a comprehensive restructuring of information flows, diagnostic and forecasting procedures, coordination mechanisms, the distribution of managerial authority, and the control of decision effectiveness. It is proposed to transform the crisis management mechanism along five interrelated dimensions: organizational, information-analytical, technological, managerial, and control-monitoring. On this basis, an integrated transformation contour has been formed, ensuring the consistent flow of information on potential threats from data collection and verification to analytical processing, assessment, forecasting, and further transformation into specific managerial actions. A structural-functional model of the transformed crisis management mechanism has been developed, combining the stages of the crisis management cycle, the digital contour, information-analytical support, response modes, resource provision, and feedback. Within the model, analytical and managerial contours are distinguished, the interaction of which ensures the transition from monitoring, diagnostics, and forecasting of crisis threats to the selection of a response mode, implementation of relevant measures, and their subsequent adjustment. The methodological support for selecting a managerial response has been improved through the development of a crisis response matrix based on two parameters: the probability of threat realization and the level of its potential impact on enterprise operations. Depending on their combination, the use of standard, preventive, scenario-based, crisis-management, and critical response modes is envisaged. It is substantiated that the matrix performs the function of a connecting link between the analytical and managerial contours by transforming the results of diagnostics and forecasting into a specific mode of managerial intervention. The proposed set of methodological and organizational-managerial solutions is aimed at reducing the time gap between the identification of negative trends and the initiation of crisis intervention, improving the substantiation of managerial decisions, and ensuring their adaptability to changes in crisis parameters.