Volume 6, Issue 2 (2026)
Strategic interoperability is crucial for the BRICS mission, i.e., establishing an equitable and sustainable economic system to accelerate the development of member countries, reduce their dependence on Western economies, and strengthen their influence on the global community. In the era of global digitalization, any cooperation is based on information and communication technologies, where interoperability provides a seamless integration of information systems. The article investigates the interoperability of BRICS standards and its strategizing. The methodology relied on Professor V.L. Kvint’s general theory of strategy and methodology of strategizing, as well as on Professor A.Ya. Oleinikov’s methodology of interoperability. After proving the necessity of combining the efforts of specialists from the BRICS countries, the authors developed a conceptual scheme for harmonizing the international, regional, and national methods and standards of interoperability. It involves a scheme for a strategic monitoring system, an OTSW analysis, strategic opportunities for the interoperability, and strategic initiatives. Strategized interoperability ensures the technological independence of the BRICS countries as unified standards facilitate solving the key strategic management tasks within the BRICS mission framework.
Sustainable territorial development (macro-regions, regions, and municipalities) is a key national priority. Its implementation depends on strategic management, the analysis of the internal and external environments, the selection of strategic priorities, and long-term development guidelines. This article describes the strategic priorities for regional socio-economic development using the Vologda Region as a case study. The research examined municipalities with a single urban center and internal connectivity across various spheres of public life. It employed the theory of strategy and the strategizing methodology developed by Professor V.L. Kvint, alongside cartographic visualization and OTSW analysis, which identified development priorities based on the competitive advantages of each territory. The strategic planning challenges in the Vologda Region were linked to deficiencies in planning documents, which focused on regional opportunities, challenges, and limitations while over-unifying strategic priorities. The threats and opportunities for the sustainable development of local territories proved to be shaped by global and national trends. The research identified specific strategic priorities for the Veliky Ustyug and Babayevo municipal districts, supported by their competitive advantages. The research design is applicable to similar regional studies; furthermore, public and local authorities in the Vologda Region can utilize these findings to update their socio-economic development strategies.
Russia strategizes its regional development amid high uncertainty, territorial imbalance, and geopolitical restrictions. These challenges are particularly acute on the socio-economic and geopolitical frontier, such as the Russian Arctic. This region requires an effective theoretical and methodological framework for robust growth strategies. The article introduces a new approach to strategizing regional development that integrates the concept of regional competitiveness with Professor V.L. Kvint’s general theory of strategy and methodology of strategizing. The author developed a subjectivity-based approach for assessing regional competitiveness and applied it to the Arctic Zone of the Russian Federation (AZRF). Within this framework, the category of regional competitiveness was integrated into the basic algorithm of the strategizing methodology as an object of management. As an integral criterion of development, the phenomenon of regional competitiveness demonstrated dichotomous essence. The region exhibited a significant territorial differentiation across both population and business sectors. The algorithm, rooted in regional competitiveness and strategizing methodology, proved applicable to regions with diverse competitive backgrounds. It uses a system of indicators for goal-setting, scenario selection, and progress monitoring. The approach calls for further in-depth investigation of regional competitiveness factors and continued advancement of strategizing methodologies.
Lean manufacturing in higher education is a strategically significant yet understudied innovation that makes it possible to implement asymmetric development strategies. The article describes strategic priorities for lean manufacturing at the Kemerovo State University as a strategic innovation that mitigates the negative effect of limited resources. The research relied on the general theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint, as well as on OTSW (Opportunities, Threats, Strengths, Weaknesses) analysis and economic data processing. The main strategic opportunities identified for lean manufacturing included digital technologies, sustainable development agenda, and management of external risks and constraints. The data obtained from the Kemerovo State University made it possible to identify its strategic strengths that give the university competitive advantages in lean manufacturing and strategic weaknesses that pose internal constraints for its development. The resulting list of strategic priorities for lean manufacturing at the Kemerovo State University included the following points: academic leadership; core lean technologies in education and research; digital sustainable technologies; customer satisfaction with lean technologies in education and research; academic and business partnership in lifelong education and commissioned research; overcoming resource constraints by attracting additional funds. These priorities can provide the university with strategic competitive advantages, allowing it to occupy unique market niches and compete with larger institutions.
Innovations are a key success factor for any enterprise in a dynamically changing and competitive market. Gold mining is a strategically important industry where sustainability and competitiveness depend heavily on innovation. This article describes the factors of uncertainty and irrationality in the innovation strategizing of gold mining enterprises. This work is devoted to the study of the role and assessment of uncertainty and irrationality factors in the innovation strategy of gold mining enterprises. The methodological basis of the research was the general theory of strategy and the methodology of strategizing, developed under the guidance of Academician V.L. Kvint. The ability of economic agents to identify and implement innovations forms of basis of competitiveness. According to the methodology of strategizing, innovative priorities of enterprises play an important role in the system of corporate strategy. However, innovation activity is associated with significant uncertainty, which determines the need for a more detailed study of this factor and its assessment when developing strategies. The paper identifies two types of uncertainty: measurable and unmeasurable. It is noted that the assessment of measurable uncertainty is significantly difficult due to the length of the life cycle of projects in the gold mining industry, where costs associated with long-term periods are discounted. In addition, the influence of behavioral factors on the decisions made has been established. The following behavioral biases of a strategic nature are highlighted: loss aversion, pure altruism, present bias, and risk aversion. Based on the analysis, an example of an assessment of measurable uncertainty in gold mining and the impact of behavioral biases on strategic decisions in the industry is provided. The results obtained confirm the importance of factors of irrationality of economic agents and uncertainty in the development of a strategy. The main conclusion is related to the need to create incentives for companies to innovate (from the government and investors), allowing producers to transfer the costs of later periods of project implementation to earlier stages, which can be achieved by implementing the proposed innovative strategic priorities.
The Arctic has become an arena for international competition, with both Arctic and non-Arctic states striving to expand their presence by intensifying investments in fossil fuel infrastructure. This environment necessitates effective development strategies for oil and gas enterprises operating within the Russian Arctic. The author applied Professor V.L. Kvint’s strategizing methodology to these enterprises in order to develop a new strategy based on the strategic importance of the region and Russia’s key national interests. The research also employed situational analysis, specific project management tools, and investment project evaluation methods. Following Professor Kvint’s approach, the proposed strategy was structured into distinct stages. The study focused on major Russian oil and gas companies active in the Russian Arctic, including Rosneft, Lukoil, Gazprom Neft, and Novatek, as well as other entities involved through partnerships and consortia. The author believes that industrial strategies must align with the strategic significance of the Russian Arctic and broader national interests. While the Russian Arctic’s role in the national security demands increased hydrocarbon production in line with global trends, industry leaders often prioritize short-term profitability and deadlines over long-term national strategic interests. This misalignment hinders the establishment of sustainable strategic priorities. Applying this methodology can enhance current industrial strategies for oil and gas enterprises in the Russian Arctic.
Regional development is a highly multidimensional process with a complex socio-economic status that requires comprehensive assessment tools. The article introduces a methodology for integrated socioeconomic assessment within a strategic monitoring system of regional development strategy. The methodology was tested using the example of the Kemerovo Region (Kuzbass) as a case study. The assessment combined the indicator and integral approaches. The resulting system of 78 indicators consisted in five blocks: population quality, population welfare, social quality, ecological quality, and economic development. The Kemerovo Region demonstrated a high level of economic development due to its industrial specialization and potential. However, the integrated assessment revealed structural imbalances between economy, society, and environment. The assessment methodology proved to be an effective tool for strategic monitoring, providing information and analytical support for regional decision-making.
The ongoing digital transformation intensifies the demand for sophisticated organizational management tools that are capable of navigating the growing global uncertainty. While Artificial Intelligence (AI) excels in data analysis and scenario modeling, its specific efficiency within strategic management remains vague. This article explores the conceptual evolution of AI and its prospective application as a tool for strategizing. Drawing on Professor V.L. Kvint’s methodology, which defines strategy as a conscious choice of development trajectory, the study employs comparative and historical-logical analysis to evaluate AI’s analytical capabilities. The research traces AI development from early formalization concepts to the latest machine learning paradigms and integrative approaches. While AI enhances strategizing through big data processing and scenario modeling, algorithmic models remain limited in that they cannot yet account for the value-based foundations, human interests, and long-term priorities essential to strategy. The research results provide a framework for designing strategic decision-support systems and integrating AI into strategic management frameworks.
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.
