Volume 4, Issue 2 (2024)
The growing severity of global climate change increases public environmental awareness. As a result, green financing has become a prospective area of financial services that attracts attention of investors, policymakers, and other stakeholders. Green financing means using financial tools and mechanisms to provide financial support for a green and low-carbon economy, as well as to promote environmental protection, sustainable development, and resource efficiency. Green finance not only introduces social capital into the green industry and the green economy, but also optimizes the allocation of social resources and creates new points of economic growth. This article reviews the current state of green financing in China. The authors analyzed the related development processes, defined the key challenges, and proposed some policy ecommendations.
Local markets boost domestic production, encourage regional businesses, improve the local economy, and structure the local economy. They are responsible for property relations, interregional economic links, and distribution of goods and services, which is especially relevant under the current foreign sanctions. This article describes a number of socio-economic indicators that affect local markets in general and construction products in particular. The study sample included local markets for construction products in Belgorod, Voronezh, Kursk, Lipetsk, and Tambov, i.e., the major cities in the Chernozem macroregion, also known as the Black Earth Region. Using the theory and methodology of strategizing, the authors analyzed data from the Federal State Statistics Service and revealed that construction work increased per capita in 2017–2021, which indicates a dynamic development of the local markets. The local markets in Belgorod, Voronezh, Lipetsk, and Kursk specialize in construction products and services. Their main strategic priorities include a prospective expansion of the range and quality of goods in order to meet the demand and satisfy the local communities and business. These local markets strive to overcome infrastructural constraints and increase the availability and quality of market infrastructure in different sectors. They level interregional differentiation, accelerate sustainable socio-economic development, and achieve local provision security. The research results contribute to urban and regional strategizing, as well as the construction industry.
Talent development is a strategic priority of talent management. It engages youth in the implementation of various strategies at different levels. The Kemerovo Region (Kuzbass) has created an entire ecosystem that raises young strategists. Kuzbass Governor Sergei Tsivilev set up the Department or Regional and Industrial Strategizing. Its goal is to promote the strategic guidelines stipulated in long-term plans of regional development, as well as to provide the region with strategic human resources. The Department is a joint project between the Lomonosov Moscow State University and the Kemerovo State University. The cooperation agreement was signed on November 7, 2019. In 2020, the Kemerovo State University launched a Master’s Degree program in Economic and Financial Strategy. Along with the Moscow State University and The National University of Science and Technology (MISiS), the Kemerovo State University became one of the three domestic institutions that were the first to start training specialists in strategizing. Professor Vladimir Kvint’s School of Young Strategists is an international academic project that identifies strategically gifted children and develops their strategic thinking. The Kemerovo Region is the current leader in the number of schools that participate in Vladimir Kvint’s School of Young Strategists.
Even under the current foreign sanctions and external restrictions, Russia’s economic policy is aimed at industrial innovations. However, the ongoing digital transformation remains a serious challenge for timber enterprises: in fact, this industry demonstrates one of the lowest rates of digitalization. Digital transformation has both strategic advantages and strategic risks for such enterprises. If major business fails to consider these risks, the outcome can have long-term negative consequences. Effective strategizing of industrial enterprises needs special methods to identify, describe, and analyze strategic risks. The authors identified the strategic risks of digital transformation and summarized tools that could help timber and forestry enterprises to overcome them. The research relied on the theory and methodology of strategizing developed by Professor V.L. Kvint. According to this approach, a strategy does not identify problems: its main purpose is to identify opportunities, and opportunities always come with risks. The analysis systematized the general and specific features of ERP-systems and digital platforms as key elements of digital transformation. The article introduces opportunities and risks of digital transformation for timber industry enterprises, which must be taken into account by strategists. It also describes an automated process management model as a means of overcoming the risks.
Professor A.G. Aganbegyan defines a new transport and logistics infrastructure as a key factor of economic growth, welfare, and transformation of Russia’s socio-economic system. This new infrastructure should include two-way highways, high-speed railways, regional airports, and major logistics centers in key transport hubs. Unfortunately, such projects have a very long payback cycle that may last up to 20–25 years. Moreover, the investments may be as high as 3 trillion rubles annually. As a result, transport and logistics suppliers alone cannot support such a large-scale initiative. Domestic logistics is currently going through all the stages from 1PL to 5PL, which places very high requirements on the multimodality of transport and logistics in physical infrastructure, software, and hardware. These processes encourage research cooperation between industries aimed at developing novel interoperable R&D solutions. Russian transport and logistics infrastructure depends heavily on the railway industry: its main operational task is to maintain passenger and cargo traffic, as well as to provide safety. Under the current sanctions, Russian railroads face the challenge of developing and scaling advanced scientific and technical reserves. Technological independence relies on end-to-end production technologies, e.g., artificial intelligence algorithms, digital twins, etc., which impose requirements on data interoperability. This article describes the potential that domestic railway enterprises have for improving commercialization of innovations and technology transfer. The authors used the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint to design several recommendations on how railroad companies may increase their economic motivation to overcome various barriers.
As market competition and information glut keep increasing, effective brands are becoming a valuable intellectual capital. A company brand that conveys a certain meaning can bring the product it advertises to strategic leadership. A strong and competitive brand possesses emotional intelligence that provides it with individuality and exerts psychological impact on consumer behavior. Neuropsychology and neuromarketing are the most relevant strategic tools capable of increasing business sales. However, the emotional impact of commercial brands on customers’ minds and actions remains understudied. The authors used the theory and methodology of strategizing developed by Professor V.L. Kvint to identify efficient emotion-affecting tools as part of a brand development strategy. Other methods included analysis, synthesis, generalization, comparison, and benchmarking. The article describes the key trends in the field of emotional response as a corporate strategic priority and gives some practical recommendations on brand strategizing via emotional impact solutions.
Strategic urbanization needs new theoretical and methodological tools at the current stage of Russia’s territorial development. This article identifies prerequisites for a new approach to urban development based on strategizing the urban competitiveness. Using the general theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint, the author studied the socio-economic phenomenon of urban competitiveness. The review of scientific publications involved a narrative bibliographic analysis, which made it possible to determine and classify the key factors of urban competitiveness. By strategizing the urban competitiveness, municipal authorities obtain scientifically based theoretical and methodological foundations for solving various issues of urban development. The review also highlighted urban competitiveness as a socio-economic phenomenon and revealed four groups of factors, i.e., social, economic, infrastructural, and institutional. The main prerequisites for strategizing the urban competitiveness should rely on a comprehensive analysis and forecast of endogenous and exogenous factors, while taking into account the dichotomy of the subject to be strategized. The main directions of strategizing should depend on the system of unique competitive advantages of the urban settlement in question. The approach and the basic strategizing principles introduced in this article do not complete urban competitiveness as a system: the matter needs further methodological research. However, the groundwork can be independently used to strategize urban development.
The author applied the methods of Professor L.V. Kvint’s scientific school of strategizing to the construction industry in the Russian Federation. Strategic threat is a set of adverse conditions and factors that affect the strategic results. This term belongs to the first stage of strategizing which analyzes external and internal environment and assesses new opportunities and threats. The research featured various strategizing issues in the domestic construction industry, in particular, those that increase labor performance. The factors that reduce labor productivity were divided into several groups as “an unstable contractor”, “an unstable team”, and “an unstable worker”. The article describes strategic threats to the development of the construction industry and introduces some ideas on how to strategize labor performance, e.g., by developing and implementing social and technological innovations. In this regard, the priority tasks should include the following measures. The best workers should be encouraged to develop their professional skills and paid as much as qualified engineers. Robotic complexes and technical systems are to replace heavy physical labor. Innovative construction technologies and products should cover a wide range of construction types.
The pace of metropolitan life is growing higher and higher. To keep up with it, Moscow residents have to abandon cars and public transport in favor of personal mobility devices, e.g., electric scooters. As a result, the state authorities are developing a unified strategy for urban public transport that would include personal mobility devices and their rent. An effective strategy should integrate all innovative public transport vehicles into a single urban transport system. Technopolis is a special economic zone of innovation clusters in Moscow that offers conditions for design and production of innovative electric individual mobility devices. New-generation vehicles that meet the needs of metropolitan residents will become a key strategic vector in the development of Moscow’s transport system. The key strategic goals are to improve the quality of urban life and to ensure the national technological sovereignty. Modernization and consistent implementation of production facilities can stimulate innovative technologies in the transport sector and its progressive transformation nationwide. Moscow’s innovation clusters produce innovative technologies, test them, and spread the most effective innovations onto all regions.
Central Asia is currently undergoing some major transformations on its way to a new active sub-region with a wide system of international relations. The article features various strategies that the countries of Central Asia design for their socio-economic development. It introduces some objective prerequisites that shaped the idea of socio-economic integration of the peoples of Central Asia. Uzbekistan encourages this integration by creating and promoting a new image of Central Asia as a steadily developing and prosperous region with a shared economic and political environment. The author analyzed the approaches that the countries of Central Asia employ to develop and implement their own socio-economic strategies. Following the methodology of strategizing developed by Professor V.L. Kvint, the strategies are harmonized at various levels within the common Central Asian agenda. The current global transformation of the international order makes it difficult to make any reliable forecasts. However, Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan, and Uzbekistan present a role model for other regions as they seek to come up with consolidated responses to the new challenges while using their potential and competitive advantages as part of regional and national strategies.
This article introduces a new analysis algorithm that can be applied to territorial organization of urban systems. After directed zoning, the zones are divided into those of balance and those of disproportions. The obtained solutions of the territorial-communication model are compared with a fractal standard, which serves as an indicator of the most effective urban organization in terms of the basic life support infrastructures and their communications. The algorithm makes it possible to reveal territorial disproportions of the urban environment, i.e., risk areas that violate the stability of the urban system as a whole and require external management.
The article deals with issues related to the development of a strategy for the location of an industrial enterprise. The location strategy is part of the corporate strategy, which defines its values and interests. A corporate location strategy is often linked to an entry strategy. The article introduces a strategic analysis of the factors that determine the location of an industrial enterprise, depending on the evaluation criteria and the industry specifics. The study is based on the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint. This approach helps to choose the location of an industrial enterprise, consider its global, national, and sectoral long-term development, and take into account its external and internal environment. The strategic analysis of placement factors and alternative options was based on an OTSW-analysis and special decision-making methods. The paper also reviews the relevance of location factors from the first theoretical works to modern empirical studies based on surveys of company managers and econometric analyses. The author designed a general algorithm for developing a strategy for locating an industrial enterprise. The theory of strategy and methodology of strategizing made it possible to neutralize the negative consequences of subjective decisions that still interfere with the location strategizing.
The Russian Far East occupies the northeastern part of Eurasia. Its northern coast has access to the Arctic and the Pacific through the Laptev, East Siberian, and Chukchee seas, while its eastern coast borders on the Bering, Okhotsk, and Japan seas. The region stretches from north to south, and its nature, climatic zones, flora, and fauna are extremely diverse. As a result, the Russian Far East has an enormous potential for tourism. Its transport and transit potential also means unique opportunities for the regional social and economic development. For instance, the macroregion has a good background for close cooperation with the large emerging markets of the Asia-Pacific countries. However, the sectoral structure of the Far-Eastern economy is mainly represented by mining and manufacturing industries. The current strategic task is to increase the share of non-commodity and non-energy exports in the overall structure of the country’s exports. Pacific Russia needs new strategic opportunities while its touristic potential needs new assessment means. The present research featured tourism as a strategic branch of the economy of the Russian Far East. The author believes that the unconditional competitive advantages of this macro-region will eventually boost the domestic tourism development strategy. The article introduces an analysis of strategic opportunities, as well as economic, financial, labor, and time resources. This research is the first and most important stage in the analysis of the external environment of the object of strategizing. The fundamental importance of this stage lies in the fact that the window of opportunities is short-lived. Therefore, the global touristic prospects of this vast resource-rich territory depend on the timeliness of management decisions, i.e., a systemic integrated development of the industry based on a single strategy document. The analysis made it possible to outline some strategic guidelines for the diversification of the Far Eastern economy and improving the quality of life in the microregion. The further research will involve a comprehensive assessment of the strengths, weaknesses, and competitive advantages of the region.
Crucial industries of the Russian Federation require new organizational and economic development forms. The present article introduces an innovative form of interaction between economic entities: it is crossindustrial and metaverse-based. The article also features a detailed analysis of the strategic potential of industrial metaverses that can boost the development of important domestic industries in the conditions of economic mobilization. The authors focused on the factors that predetermine the need to create such industrial metaverses.
Venture funds are an element of the infrastructure that supports innovation. They make a significant contribution to the development of the national innovation system, as well as increase industrial competitiveness and high-tech production. This article describes the long-term strategic priorities for the developmentof domestic venture funds. The research relied on the method of regression analysis, as well as on the theoretical and practical concept of strategizing developed by Professor V.L. Kvint and adapted for the venture capital market. These methods made it possible to analyze the global and national strategic trends in the development of venture funds. The analysis of strategic documents provided a strategic assessment of the effect of venture capital and government R&D expenses on various indicators of the Russian economy. It also revealed the role of public and private fundings as strategic multipliers of innovative activity. The data obtained allowed the authors to formulate the strategic priorities for the development of venture funds in Russia.
The current state policy of the Russian Federation supports the development of physical culture and sports, in particular hockey, to solve a complex of social and political problems. Sport as a sphere and industry is changing rapidly due to various external challenges. Consequently, strategic management has to adapt to these changes and challenges. The current situation demands a clear strategic plan, not universal business models or outdated strategic methods. Sport is a business that requires complex management and a strategy. A sports team owes its success not only to its athletes but also to the proper strategic decisions. Unfortunately, the methodology of developing strategies for sports industry received little scientific attention. The present research objective was to identify effective strategies in the sports industry. This paper clarifies and systematizes many concepts and approaches to the strategy development that have been adapted for sports organizations with all their specifics. The authors propose a new scheme for sports industry strategy and a number of recommendations on the strategy development in the sports industry that can be recommended for practical application. The study relied on the general theory and methodology of strategizing developed by V.L. Kvint, Foreign Member of the Russian Academy of Sciences, Dr.Sc.(Econ.), at the Center for Strategic Studies of the Institute for Mathematical Research of Complex Systems, the Central Economics and Mathematics Institute of the Russian Academy of Sciences, the Department of Economic and Financial Strategy of the Moscow School of Economics of the Lomonosov Moscow State University, the Department of Regional and Sectoral Development Strategy of the Kemerovo State University, and the Department of Industrial Strategy of National University of Science and Technology “MISIS”.
ntroduction. The socio-economic development of the Russian Far East is one of the most important strategic directions of Russia, corresponding to the national interests and development vector. For this vector to be transmitted to the regional and sectoral level, it needs strategic opportunities, relevant in the context of multiple trends and limited resource base. Energy security includes reliable energy consumption and efficiency. It ensures the socio-economic progress of developing economies and emerging-market countries. The Russian Far East has accumulated enough scientific, technical, industrial, and production potential to use gas industry as a long-term driver of socio-economic development. The research objective was to analyze and systematize the main interest groups focused on the development of gas industry in the Russian Far East. Study objects and methods. The study was based on the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint, as well as on authentic methods of industrial strategizing. Results and discussion. The article introduces a concept scheme that illustrates the relationship between regional and sectoral gas strategies of the Russian Far East, as well as their place in the general system of strategies. The author systematized the main national, social, regional, industrial, corporate, and international interests. The analysis confirmed the long-term interest of the gas industry in the Far Eastern Federal District at each of these levels. Conclusion. In the Russian Far East, gas industry will establish strong vertical and horizontal relationships in the system of strategies, thus producing a multiplicative effect on the socio-economic development of the whole Far Eastern Federal District and its regions.
Over its 300-year history, the Kuzbass Region has become one of the strongest industrial and coal mining areas. However, new environmental requirements stipulated by the Paris Agreement and the EU Energy Strategy require a new diversified and innovative economy, i.e. comfortable conditions for people to live and do business. The Strategy for Socio-Economic Development of Kuzbass through 2035 was approved by Regional Law No. 163‑OS on December 23, 2020. The Strategy covers human capital, ecology, reclamation water resources, digitalization, economy, investment, tourism, exhibitions, etc. All these aspects are highlighted in the monographs of the Strategy of the Kuzbass Region. The publications prove that a long-term strategy should combine traditional and novel competitive advantages of the region, which include hydrogen cluster, transport infrastructure, digitalization of business and other spheres, better environmental conditions, forest and land reclamation, sustainable use of water resources, as well as the importance of rebranding the region on the domestic and international arena.
Introduction. In the 1960s, the USSR and the United States raced not only in the sphere of arms and space exploration, but also in various socio-economic spheres, including advanced automated management systems in the field of economics, which treated economy as a single object of management. Study objects and methods. The present research involved declassified archival documents, as well as domestic and foreign works on automated control systems (ACS). Results and discussion. The authors analyzed the fundamental goals and objectives set by the leaders of the two superpowers, focusing on the nationwide automated processing and control systems (NAPCS), their operation principles, and the reasons behind their failure. They compared NAPCS with alternative systems, e.g. ACS-70, ACS-80, the system of the Kuntsevo radio engineering plant, ARPANET, etc., as well as with modern systems that were based on the Soviet heritage. Conclusion. Apparently, the USSR won the first part of the ACS race, but the project failed, and the USA with its ARPANET (1969) became the undisputed leader. However, most contemporary Russian situation centers are based on the Soviet studies.
