Volume 5, Issue 4 (2025)
Quantum technologies include two key high-tech areas: communications and computing. Commercialization of quantum solutions depends on the strategy of managing the corporate ecosystems, i.e., developers and consumers of innovative products. To identify future leaders of the quantum technology ecosystem, the authors studied the medium-term scientific and economic indicators of 150 large companies. Software and hardware developers (Toshiba, Huawei, etc.) are more likely to become technological leaders in quantum communications than service providers (British Telecom, Deutsche Telekom, etc.). Former leaders of electronic computer market also strive for leadership in quantum computing (IBM, Intel). Some companies have projects in both areas; for instance, Amazon, NVidia, Cisco, and NTT can become a link in the synergy of computing and communications, especially when it comes to the quantum Internet. Such industrial, logistics, and financial companies as Volkswagen, BMW, Toyota, Honda, JP Morgan, Credit Agricole, Mitsui, Airbus, and Mitsubishi focus on piloting quantum algorithms. This research may be of interest to Russian organizations responsible for the strategic development of quantum technologies. Domestic communications and computing require new ecosystem companies with extensive experience in innovative R&D.
This strategic analysis of global and national digital transformation trends highlights some new opportunities for Russia’s regions. Professor V. L. Kvint’s theory of strategy and methodology of strategizing provided a deeper understanding of the key factors behind the digital transformation of regional economies. The current global trends involve the development of artificial intelligence (AI) and digital infrastructure. The national trends lie in the ICT sphere, human resources, and digital literacy, as well as in the growing interregional digital gap and costs. The OTSW analysis of global and national trends revealed some major long-term strategic opportunities for regional economies, e.g., conquering international technology markets, developing digital sovereignty and infrastructure for data security purposes, accelerating digitalization processes in the regions, improving people’s digital skills, etc. On the one hand, low national and regional aspirations in the AI sphere may increase the risk of falling behind the global trends and losing competitive advantages. On the other hand, a larger and faster AI implementation would require new strategic documents to standardize the digital transformation at the national level.
Intangible assets shape competitiveness of Russia’s region and require new effective development strategies. However, appellations of origin remain unpopular branding tools in the regions, which indicates a low demand for this type of intellectual property protection. Regional executive authorities seldom consider regional brands as a resource for local socio-economic development. A sociological survey made it possible to assess the opinions of regional executive authorities regarding the impact of regional brands on the local socio-economic development. The article describes some case studies of successful appellations of origin and brand support policies. However, the exact impact of appellations of origin on the development of the corresponding region remains unclear. The survey revealed the key factors that affect the influence of regional brands on the local socio-economic indicators. Three strategic directions could enhance the positive impact of regional brands on the socio-economic development: 1) to increase producers’ awareness of the benefits of appellations of origin in local brands; 2) to study and adapt the best practices in using appellations of origin as part of regional brands; 3) to improve regional brand support policies, e.g., by strengthening the role of authorities, optimizing various support measures, and identifying the impact of regional brands on the regional investment attractiveness. The results obtained may be used to strategize the socio-economic development in Russia’s regions.
In the situation of Western sanctions when Russian companies are on the lookout for alternative sales markets, international transport corridors gain a national strategic importance. As the current geopolitical instability destroys old supply chains, the new international transport corridors have to go around unfriendly territories. In such conditions, the relevance of the unfinished North–South transport corridor can hardly be overestimated. Metallurgy constitutes a significant part of Russian exports. Russian metallurgical companies are especially interested in reliable and sustainable sales routes because their products are purchased by many industries. In this context, the national economy needs strategic initiatives that can ensure effective planning and resource management. This article introduces an overview of the Russian metallurgical sector. By the end of 2023, pig iron, steel, and aluminum production had amounted to 54.2, 75, and 3.7 million tons, respectively. The review covered the largest metallurgical companies and the transport corridors on Russian territories, including a comprehensive analysis of the North–South international transport corridor. This route offers excellent export prospects for PJSC PAO Severstal. The company is the national metallurgical leader: in 2023, it produced 11.2 million tons of steel and reached a revenue of 728.3 billion rubles.
Public-private partnership (PPP) may be an efficient strategizing tool in the light industry.
Professor V. L. Kvint’s theory of strategy and strategizing, applied to a pulp and paper production company, revealed the sustainable water and energy cycles as the main areas of strategic development. The resulting strategizing approach focused on the environmental impact and competitiveness. The major strategic priorities were to combine public and private funding with reliable management. Each priority was provided with strategic goals that pursued competitive advantages. The case study featured the projected profitability of the Intersectoral Innovation Complex of pulp and paper production for 2024–2040. It yielded a project for a pulp and paper plant in the Penza Region, Russia. This PPP project can be used by other light industry enterprises. The project covered the economic, environmental, and institutional aspects of the agreement between the Russian Ministry of Industry and Trade and the Intersectoral Innovation Complex. The funding structure was as follows: 30% government, 70% private sector. It involved risk mitigation mechanisms, contributions to import substitution, and profitability forecasts. The key factors of long-term sustainability included flexible tax conditions and synchronization with major industrial initiatives. The PPP strategy made it possible to achieve technological sovereignty through innovative processing methods and integration into global value chains. The concessionary model provided a balance between the strategic objectives of the state and the commercial logic of businesses, triggering a structural transformation of resource-intensive industries.
Many Russian energy companies, including the PJSC Oil Company “Rosneft”, faced sanctions pressure, which required to upgrade their strategies based on combining traditional mechanisms in the volatile oil market and new long-term strategic principles in emergency periods. Developing a strategy is quite challenging in a changing environment, when the company competitive advantages are under pressure not only due to market factors, but also due to the introduction of sanctions with the aim to limit access to certain markets, primarily European, the introduction of price caps and increased transaction costs. Various sanctions, including the expansion of the SDN and SSI lists, and their impact on the Russian economy are considered. Additional restrictions, for example, connected with climate change and fossil fuel limitations, create additional pressure for oil business and require updating strategies. Nevertheless, the Russian companies and “Rosneft”, in particular, could apply different adaptive strategies, market diversification, reorientation of their exports to new regions through new logistical channels, rely on settlements and investments nominated in national currencies, as well as new innovative financial instruments, strengthening government support to maintain production, and substitute Western technologies with national or alternatives solutions. It is important for “Rosneft” to invest in expanding resources base through exploration of new oil fields, mergers and acquisitions with other companies inside Russia, like the deal with JSOC “Bashneft”, as well as in other friendly countries, to propose new premium products on internal markets. But it is essential to create additional flexibility (options) for production volume for the global market, where the demand is influenced by sanctions. So, the investment activity in emergency and sanction periods should be more agile, supporting an organic growth for internal market and at the same time increasing possibilities to change supply (including decrease) for the international market. The trends analyses, OTSW framework, econometric model to confirm correlation between EBITDA of “Rosneft” with the Global Political Risk Index, oil prices, and other variables, demonstrate that “Rosneft” has an agile strategy, allowing the company to overcome challenges, be flexible and at the same time consistent with its long-term corporate goals.
The National Strategy for the Development of Construction Industry and Communal Services through 2030 provides a methodological and content forecast for this economic sector up to 2035. Strategic planning and strategizing in Russia have maintained their continuity since the 1920s. In fact, strategic planning became part of Soviet economics long before it appeared abroad as an independent science. However, contemporary researchers tent to overlook this fact. As a result, strategizing in Russia is regarded as a new area of economic science with an unformed methodology. This paradox complicates any attempts of objective assessment of new strategies. In this article, The National Strategy for the Development of Construction Industry and Communal Services through 2030 is described from the standpoint of its compliance with the methodology of strategizing, the interests of Russian society, the capabilities of the construction industry, and other important empirical aspects. Professor V. L. Kvint’s approach to strategizing made it possible to reveal such shortcomings as the inadequate structure, vague key elements, poor analysis of some factors that should be inherent to any strategy of this level, etc. The Strategy fails to meet the basic methodological requirements for strategizing in a number of aspects. Apparently, it cannot be applied effectively in the current context of the construction industry, considering the external threats to the national economy.
The shift to the Second-Generation Industrial Society (NIS-2) depends on digitalization and cognitive technologies. It imposes new requirements on companies, education, and regional policy. By developing human potential, regions are able to adapt to the ongoing technological challenges and enhance their competitiveness. The author explored the strategic directions of human potential development in Russia’s regions from the perspectives of NIS-2 and noonomics. The methodology relied on Professor V.L. Kvint’s concept of strategizing, a comparative analysis of international and Russian approaches, statistical analysis, structural content analysis of strategic documents, and elements of institutional analysis of digital inequality and employment transformation. The research revealed a growing shortage of digital and meta-competencies, a gap in employment structures, and limited access to education across regions. While stressing the strategic importance of soft skills and adaptability, the article illustrates the current levels of digital skills, shifts in the competence structure, and lifelong learning projects across regions. Regional workforce ecosystems need digital platforms, competency monitoring, and flexible learning formats. The new strategy for human potential development requires integration into the hierarchy of regional priorities and an effective alignment of local academic, social, and R&D agendas. The proposed approach strengthens regional resilience to external challenges and ensures long-term competitiveness in the knowledge economy.
The authors developed a method to assess the current financial literacy level of Russian households. The method relies on the econometric modeling tools and indicators from the course of basic financial literacy designed by the Central Bank of Russian Federation. The resulting assessment algorithm for financial literacy consists of five stages and three categories of financial literacy with a total score of 0–100. According to the empirical part of this research, the average financial literacy level was medium bordering on high, with occasional households with advanced financial culture. The correlation and regression analysis focused on the effect that the indicators highlighted by the Central Bank of Russian Federation had on the national gross domestic product. As all factors related to saving, investments, mortgage, and insurance grew, so did the gross domestic product. This correlation may indicate an indirect economic stimulus due to the consumption of financial services by Russian households. As stipulated by National Strategy 2030, personal financial strategizing is to shift from improving the average national financial literacy to a new national financial culture. The conceptual assessment algorithm can be used in other countries: it is flexible enough to allow for new indicators and adjustments.
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.
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.
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”.
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.
An economic crisis is both a threat and a source of opportunity. The article analyzes the impact of the economic crises of the XX–XXI centuries on the strategic capabilities of countries and regions. The author performed a retrospective analysis of economic crises in Russia to study their management on the regional level, consequences, and strategic opportunities for national economies. The research objective was to identify the patterns of their impact on the national and regional development, as well as to propose methodological approaches to managing the economy in crisis conditions. The analysis of the major economic crises of the XX–XXI centuries and their impact on global and national economies served as a background for a retrospective assessment of the crises in Russia and their role in the strategic transformation of the national economy. It revealed the key areas of state regulation of the regional economy during crisis. Despite their short-term negative consequences, economic crises catalyze structural changes, technological development, and institutional transformations in the long run. Successful crisis management depends on the ability of the authorities to adapt, implement reforms, and use the growth potential. In Russia, crises have always stimulated modernization. In modern conditions, they require flexible economic strategies, diversification, technological independence, and strategic leadership. Effective crisis management involves a range of measures and activities, including crisis administration, business support, social protection, and strategic planning.
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.
