Volume 6, Issue 3 (2026)
Human resource development is crucial for the rational management of water resources in industrial enterprises amid digital transformation, the environmental agenda, and the transition to sustainable development. Grounded in Professor Vladimir L. Kvint’s concept of strategizing, this study applies methods of strategic, systemic, comparative, and structural analysis to modern human resource requirements in industrial water management. The research yields a profile of professional competencies, a model for transforming personnel training, strategic directions for human resource development, a framework for fostering a culture of responsible water use, and a conceptual model with an indicator system for human resource assessment. This approach can facilitate the implementation of the Water Efficiency Strategy at the Navoi Mining and Metallurgical Combine through 2040 and beyond while enhancing the corporate training system and improving water management efficiency.
Businesses are experiencing permanent turbulence caused by geopolitical instability, international sanctions, post-pandemic market changes, and climate challenges. In such conditions, reliable and sustainable logistics becomes more important than economic optimization. As a result, procurement management is transforming from a support operational function into a strategic asset that directly determines the competitiveness and survival of a company. Proper strategic adaptation can ensure the continuity of supply chains in the new geo-economic conditions. It requires a prompt assessment of the current challenges and risks faced by procurement units, as well as an evaluation of the available strategic tools and methods to counter these threats. The new procurement management model requires new assessment criteria, with reliability and reaction speed prevailing over initial purchase costs. The philosophical concept of antifragility applied to operational and strategic procurement management makes it possible to develop a balanced scorecard for the quantitative assessment of these qualitatively new parameters.
High-tech specialized medical care in the industrial regions of Uzbekistan requires an advanced modernization strategy. Using the Navoi region as a case study, this research attempted to strategize import substitution in medical technologies and alleviate the economic burden of morbidity in capital-intensive sectors. The study relied on Professor Vladimir L. Kvint’s theory of strategizing with its priority for human values, as well as the concept of quality-of-life standardization and statistical methods. The analysis of healthcare system of Uzbekistan focused on its scientific, innovative, and financing potential (purchasing power parity), as well as demographic markers such as life expectancy. In addition, it provided a cross-national macroeconomic comparison of corporate healthcare models in Uzbekistan, Russia, and China. Based on the fact that the Navoi Regional Multidisciplinary Medical Center implemented precision diagnostic equipment worth $5.61 million, the authors designed a medical-economic model to assess the prevented damage for hazardous-duty workers at the Navoi Mining and Smelting Works. Investments in high-tech specialized medical care were fully recouped in less than one operational year, as temporary disability periods were reduced by 20%. By integrating its departmental medicine with state institutions, the Navoi Mining and Smelting Works successfully improves the quality of life and longevity throughout the entire region.
The hospitality industry is a major inter-industry complex that adapts its services to a wide range of demands and expectations. Digitalization, shifts in the global tourism market architecture, generational value changes, and macroeconomic shocks require structural strategic planning within the global hospitality market. It requires a long-term development vector to navigate a turbulent external environment and complex cross-sectoral relationships. This article describes the specific developmental characteristics of the hospitality industry based on global, national, and industry trends. As an integral part of tourism, the hospitality industry must maintain uniform, high-quality service standards while preserving the cultural identity of tourist destinations, a task in which major global hotel chains seem to be quite successful. Based on the Russian school of strategic management, an analysis of the long-term development experience of major international hospitality chains revealed common strategic approaches. This analysis provides general recommendations for the national hospitality industry within the current socioeconomic and cultural landscape.
The coal chemical industry supports the development of resource-based regions by establishing new production chains and improving technological processes. As a prospective object of strategizing, it represents a complex socio-technical and economic system comprising sub-sectors, enterprises, and value chains for coal-based chemical products. Its sustainable development is impossible within a mono-industrial framework as it requires the parallel development of an intersectoral industrial complex, specialized equipment, catalysts, engineering, R&D, personnel training, and a technological entrepreneurship ecosystem. A retrospective analysis of global experience reveals several key factors for the development of coal chemistry: a technological core (pyrolysis, gasification, direct and indirect hydrogenation), the capability to transfer and subsequently develop indigenous technologies, institutional policy consistency combined with a long-term investment horizon, and advanced mechanical and scientific engineering schools. An analysis of the pros and cons of coal chemistry in Russia shows that critical assessments tend to reflect tactical rationality based on current price and technology structures. In contrast, strategic planning must account for long-term deglobalization trends, external constraints, and the potential diversification of the raw material base for organic synthesis. The Kemerovo Region currently relies on an extractive model focused on mining for raw material export. It should transition to an industrial-technological model that integrates mining with coal chemistry, high-value-added products, equipment manufacturing, engineering, and R&D. This model ensures multiplier effects across the region’s industry while reducing its current dependence on raw materials.
The construction industry is a major driver of the Russian economy. It requires new development strategies that take into account current global and national challenges. The author applied Professor V.L. Kvint’s theory of strategizing to the issues of strategic development within the national construction industry. The research relied on the Development Strategy for Russia’s Construction, Housing, and Utility Sector through 2030 with a horizon of 2035. Its analysis revealed a number of methodological and structural gaps. The resulting list of remedial measures was based both on the theory of strategizing and the actual external and internal factors of economic development in the construction industry during the crisis. The Strategy needs new sections to strengthen the connection between individual strategies at different levels, based on the most recent trends. In addition, its scope needs to be expanded beyond housing construction to include other construction types. Engineering remains the main driver of innovative development in the construction industry. Under modern conditions, it is impossible to design effective asymmetric development strategies without large-scale innovative projects and solutions. The construction industry and the engineering sphere have close historical and economic bonds, which indicates the need for a joint development strategy. An OTSW analysis of the engineering and construction complex demonstrated certain strategic competitive advantages. The article also describes the main strategic priorities and development goals, as well as the positive effects of their implementation.
Public-private partnerships are critical drivers of the solar energy industry in Uzbekistan. This article describes key development priorities, risks, new generating capacities, and public-private partnership mechanisms used to attract investment in this sphere. Professor V.L. Kvint’s theory of strategizing, supplemented by comparative, structural-dynamic, and institutional analyses, was applied to international and national statistics, strategies, and regulations, as well as ongoing successful solar energy projects. The article examines the current state of Uzbekistan’s energy sector, the specific features of renewable and solar energy development, national resource advantages, and the institutional conditions required for expanding private sector participation in energy projects. The accelerated development of solar energy in Uzbekistan is driven by a combination of favorable natural resource potential, state energy policy, sectoral regulatory reforms, and public-private partnership mechanisms. These partnerships serve as a key instrument for implementing large-scale solar projects by securing external financing, integrating advanced technologies, and enhancing the investment attractiveness of the sector. The findings can be used to develop public and corporate strategies, energy sector development programs, and new public-private partnership projects. Further development of solar energy in Uzbekistan requires aligning energy security objectives with infrastructure modernization, human capital development, and long-term strategic planning.
Current economic turbulence and international sanctions necessitate technological sovereignty. Under such conditions, traditional regional planning methods that extrapolate past trends become unreliable. Professor Vladimir L. Kvint’s strategizing methodology opens new perspectives for regional governance in the Russian Federation. This research applies Professor Kvint’s theory of strategy and strategizing methodology to regional development under uncertainty and turbulence. A cross-paradigmatic approach synthesizes regional development factors identified in classical location theories, growth pole concepts, and new economic geography. Other methods include comparative and system analysis, as well as theoretical generalization. While any single paradigm describes a region as a quasi-state, a quasi-corporation, a market, or a community, Professor Kvint’s methodology integrates these classical approaches into a unified logic of goal-setting. Its key advantages include the systematic consideration of heterogeneous factors, reasonable prioritization under resource constraints, and strategic adaptability to environmental changes. The OTSW-analysis reveals external opportunities while treating the time factor as a determining resource enhances the effectiveness of this approach. Ultimately, the strategizing methodology ensures a smooth transition from a reactive regional management model to a proactive one aimed at shaping a desired future based on verified long-term priorities. Its implementation requires fostering a strategic culture among managerial personnel and developing strategic thinking competencies. Future research prospects involve tailoring typologized strategizing methods for various categories of regions.
Digitalization is an ongoing global process. The digitalization of the economy and public administration makes it necessary to identify specific prospects for digital development, and strategic planning documents can serve as a key driving factor. This article describes the strategic documents that outline the prospects for digital development in Russia, along with scientific papers devoted to their analysis. The research methods involved the approaches of the Russian scientific school of strategizing developed by Professor Vladimir L. Kvint. The study revealed a range of features typical of the current system of strategic digitalization documents, as well as differing perspectives on the digital transformation process both within the strategic documents themselves and in related scientific studies. The system of national strategic documents, as a structural framework, reflects global trends in digitalization; by understanding this structure, strategists can account for local specificities and apply them to lower-level strategic documents. Specific strategic documents demonstrated both general and individual differences in their provisions regarding the national prospects for digital projects. Ultimately, this study highlights the correlations across various strategic planning documents as well as the differences in their contents.
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.
