Volume 4, Issue 1 (2024)
Socio-economic development is a vital strategy for the Russian Federation. In the 33 years after the collapse of the Soviet Union, its gross domestic product (GDP) has increased by approximately 20 %. The average GDP in EU countries has increased by halve for the same period. The US GDP has doubled while some post-socialist European countries have demonstrated a 2.5-time increase, not to mention developing countries (3-5 times) and China (12.7 times). Between 2013 and 2022, Russia’s GDP per capita stayed the same, probably because of the Crimea population. The gross fixed capital formations decreased slightly, and the volume of retail trade turnover and real income of the population went down more sharply. Compared to the Soviet period, Russia has been losing in all indicators of international ratings. Life expectancy, which is one of the main social indicators, keeps decreasing with every decade. In fact, it has been seven years since Russia’s population started to decline. Part one of this article examines the outstanding experience of China, Japan, and South Korea, which have transited from seemingly hopeless backwardness to stable economic and social growth in 30-40 years. However, these countries are so unique in their cultural and historical development that their experience cannot be applied to Russia directly. Part two examines the phenomena of Reaganomics in the USA and Thatcherism in the UK, which allowed each of these countries to overcome a decade of stagnation and crisis to resume socio-economic development based on science, technology, and innovations. Part three examines some cases of large countries that have demonstrated high growth rates over the past ten years despite complex situations in the global economy. The objective was to define the specific strategies these countries appealed to in order to combat the existing negative trends in economic development. The conclusion sums up the useful experience Russia can draw from the abovementioned cases. The author introduces a strategy for accelerated and sustainable socio-economic development of Russia though 2035.
With the start of Western sanctions against Russia at the end of February 2022, numerous catastrophic forecasts have been made about the Russian economy by both Western and some Russian economic institutions. However, neither for 2022 nor for 2023 were these predictions vindicated. Multiple errors can be traced to both technical difficulties associated with making serious forecasts in a rapidly changing situation, the nature of model used, and ideological or political bias. Even some Russian institutions demonstrated forecasting errors. The massive economic growth that started in Russia in the second quarter of 2023 obviously surprises economists. One wonders if such a situation will repeat it 2024.
Strategy, as a relatively young science, is constantly developing and enriching itself. The Russian national school of strategizing was founded by Professor Vladimir L. Kvint. The school has already formed outstanding theoretical and methodological foundations, as well as accumulated significant practical experience as it designed and implemented developmental strategies for countries, regions, cities, industries, and enterprises. Vladimir Kvint has implemented an extensive long-term practice of teaching the theory of strategy and methodology of strategizing at Master’s Degree Programs located at Lomonosov Moscow State University with its branches in Slovenia and Armenia, Kemerovo State University, and MISIS University of Science and Technology. The programs allow specialists to develop a system of strategic thinking and professional competencies in the field of strategizing. This article celebrates Vladimir Kvint’s 75th birthday by praising his main achievements in science and academia as an outstanding theorist and practitioner of strategizing in Russia and abroad.
Strategizing is a relevant area of professional activity that requires new specialists capable of innovative strategic thinking. As a result, the Kemerovo State University has launched a Master’s degree program in Economic and Financial Strategy. It provides high-quality economic education based on the current social demands and advanced trends. Its graduates undergo an in-depth training in economic strategy with prospects of becoming leaders in various aspects of the regional industry. Designed as an analogue of the world-class Master’s program at the Lomonosov Moscow State University, the curriculum has a certain regional specificity. It is based on the local needs in the implementation of the Strategy for the Socio-Economic Development of the Kemerovo Region through 2035. The Strategy with its long-term prospects was developed by the scientific school of strategizing. The school is headed by Professor Vladimir L. Kvint, Doctor of Economics, Foreign Member of the Russian Academy of Sciences, Head of the Center for Strategic Research, Institute for Mathematical Research of Complex Systems, Lomonosov Moscow State University.
The article introduces a strategic analysis of tourism in Russia in general and the Primorye Territory in particular. Sustainable territorial development depends on various strategic factors. A region can achieve successful socio-economic development in tourism only by meeting the needs of its residents and potential tourists. This study covered four areas of experience economy, i.e., entertainment, learning, aesthetics, and escapism, as well as some other factors that shape the touristic attractiveness of the Far East as a source of unforgettable impressions. The prioritizing procedure was based on the methodology developed by Professor V.L. Kvint. Experience economy proved to render new opportunities to the strategic development of regional tourism. For potential visitors to the Russian Far East, service quality appeared to be less important than the opportunity to get new unforgettable experience.
The fashion industry has to update collections extremely fast, which leads to resource depletion in the absence of demand. Moreover, environmentally-aware consumers tend to associate this accelerated production cycle with environmental pollution. As a result, the growing public interest in green materials and lean manufacturing increases the popularity of brands that are associated with sustainable business practices. The relevance of the topic is due to the fact that the strategic communications system is also a subject to qualitative changes brought about by new trends and patterns. If a fashion enterprise changes its principles, philosophy, ideology, and strategic priorities in the context of environmental transformations, customers should be made aware of these changes. Strategic communications and their transformations in the TFC industry remain largely understudied. The author identified the current working tools of the strategic communications system that could provide effective long-term development in the fashion industry. The research relied on the theory and methodology of strategizing developed by Professor V.L. Kvint, Dr.Sc.(Econ.), Foreign Member of the Russian Academy of Sciences. Such standard methods as analysis, synthesis, generalization, abstraction, and benchmarking made it possible to reveal the key strategic trends and patterns that shape the contemporary strategic principles of entrepreneurship in the TFC industry. The resulting updated system of strategic communications is effective in bringing across new values to fashion consumers.
A development strategy, be it for an enterprise, industry, region, or country, needs to be supplemented with economic and mathematical methods and models. Strategizing uses econometric models of various types, including panel data models, vector autoregressions, methods of multivariate statistical analysis, structural models based on the input-output methodology, and agent-based models. In this study, stages and the categories of “forecast” and “strategy” were interpreted in accordance with the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint. By studying the methods for forecasting and modeling socio-economic objects, strategists select the necessary tools in line with the strategizing objectives. Quantitative methods and tools have their own application characteristics, depending on whether they are used for forecasting or strategizing. The strategizing process is divided into three stages: analysis, strategizing, and evaluation. Each stage has a specific range of problems, as well as economic and mathematical methods. The author reviewed scientific literature that described the practical experience in applying various methods at each stage. The review revealed no generally accepted classifications and recommendations for mathematical methods to be used to address a certain type of problem or at a specific stage of strategizing. The practice of using economic and mathematical tools in strategizing is just emerging. However, the quality of statistical data is often low, and long-time sets of indicators cannot be compiled with a unified methodology. In general, the use of economic and mathematical models in strategizing requires knowledge of theory, practical experience, and intuition.
In 2024, Russia chairs the BRICS, having defined its global strategy as “strengthening multilateralism for equitable global development and security”. According to the methodology developed by Prof. V.L. Kvint, the global strategy depends on the relevant international, national, and corporate strategies of companies from the BRICS countries. Data economy uses algorithms for data processing and analysis, including AI solutions. Prof. V.L. Kvint defines the strategy as a combination of wisdom, a correct attack vector, and an adequate assessment of resources. Prof. A.A. Romanov and Prof. V.V. Kondratiev used Model-Based Systems Engineering 2.0 to adapt Prof. L.A. Bakhvalov’s methodology of system modeling to the modern conditions. All these principles can yield a new approach to multi-criteria modeling of related cross-country and cross-industry corporate strategies, especially if facilitated by the digital twin method and the interoperability policy. The major construction industry is high on the BRICS agenda in terms of large infrastructure and industrial facilities. Therefore, Model-Based Systems Engineering 2.0 provides good prospects for development strategy modeling.
The mission of a modern medical healthcare institution has gone far beyond providing highquality and safe medical care. Modern medicine improves the national well-being by preventing diseases, restoring the health of the population, and improving the quality of life in the country. Comprehensive strategic documents should reflect the interests of the institution and its employees, as well as the interests of its consumers, i.e., patients. Such documents solve the priority tasks and minimize the current strategic challenges domestic medicine has to face. This research featured the main developmental trends in medicine and healthcare, as well as the strategic development vector for a particular medical institution with regard to strategic opportunities and challenges. The methods included an OTSW analysis, a comparative analysis, and various statistical methods. The strategy of healthcare development is an element of the regional socioeconomic strategy. However, medical community needs additional training in the field of strategic management. The authors used the strategizing methodology developed by Professor V.L. Kvint to identify the global and regional trends in the sphere of medical care. They prioritized the strategic development, as well as defined advantages and threats, for a particular medical institution. The results can help to develop industrial strategies in the national healthcare, as well as corporate strategies for individual medical institutions.
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.
