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.