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.