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.