Volume 1, Issue 1, 2021

The very idea of strategic thinking is quite opposed to the tradition of linking the choices of agents, individual or collective, to the process of maximization under constraints. The theory of general equilibrium has closed the door to the notion of strategy, just as the theory of generalized free trade has closed that of sovereignty. But this paradigm is falling apart. With a new approach of radical uncertainty, something made even more obvious with the COVID-19 pandemic, we are relearning the science and art of strategy, the more so because we are living in a world of a balance of power. But what would be the definition of strategy? Quite clearly we must distinguish between state and company strategy. This debate is also at the very center of the controversy over the role and meaning of institutions in economics. There is also a variety of strategies and those having a distinct appetite for risk must seriously consider whether to practice the art of strategy or not.

The Arctic reserves of hydrocarbons play an important geostrategic and economic role for many states, whose energy security will rely on this region in the nearest decades. The development of hydrocarbon deposits in extreme conditions requires unique scientific and industrial solutions, as well as new sourcing strategies for attracting vehicles that can operate at low temperatures. Mineral production in the Polar regions is a complex technological, transport, and logistical task. As a result, each industrial production project needs a highly efficient and complex system of supporting projects, which involve naval aviation, marine fleet, integrated support bases, etc. In addition to solving technical problems, this production support system should comply with the highest standards of environmental and industrial safety, generating no adverse impact on the sensitive ecosystem of the Russian Arctic and adjacent marine territories.

A digital transformation strategy enables companies to build competitive advantages by improving interaction with their consumers and suppliers, and entering new markets. However, the creation of own trading platform by regional companies is not always economically effective. In this regard, it is important to establish digital platforms at the regional level with support from the region, in which several companies would participate. Such platforms will be able to compete more successfully not only with corporate platforms of large companies, but also with such platforms as Amazon and AliExpress. The strategic initiative for the development of regional digital platforms is primarily aimed at innovative companies, which promote their products to end users (BtC). However, regional platforms can serve different markets and different industries, including promotion of industrial products (BtB) produced in the regional industrial clusters of Kuzbass, as well as in other areas, for example, for monitoring indicators of environment pollution. The article discusses in detail the regional investment and financial platform, which is could be developed on the basis of the Kuzbass Investment Portal. Another promising digital platform is a digital system that allows to coordinate strategies at various levels – from federal, regional and industry, to local and private companies. A serious challenge in implementing strategic initiatives to establish regional platforms is the growing competition from foreign platforms. The author proposes to reduce the risks by introducing target restrictions on the operations of foreign platforms, as well as introducing a balanced level of data provision by platform participants.

The current crisis and the accelerated economic development both require new methods and technologies in order to plan the development of socio-economic and business entities. Digital transformation proved extremely effective in improving economic performance. Digital transformation requires an executable strategy that can help the economy to reach the target state by distributing available resources in priority areas. The economic system is ready for digital transformation if it possesses an appropriate external environment. The article introduces an authentic approach to the analysis of the processes at the core of the regional economy. The research featured the case of the socio-economic system of the Kemerovo region. It included a comprehensive assessment of the region’s viability in creating a favorable business environment at the early stage of digital transformation. To prevent economic stagnation, the leading regional enterprises should introduce capital-intensive technologies and conduct digital business transformation. Such poles of growth can open access to digital technologies for small and medium-sized businesses, thereby ensuring the sustainability and competitiveness of the region. New IT ecosystems are the key to successful digital transformation as they implement a systematic approach to decision-making, as well as such technologies of knowledge-driven economy as predictive analytics, artificial intelligence, big data, cloud computing, etc. The paper also contains recommendations for the development of a consolidated information area on a digital enterprise.

Introduction. The welfare of the state depends on the efficient use of labor resources. The time gap between the economy’s need for special personnel and their professional training and adaptation reduces their efficiency and requires a methodologically precisely developed tool, i.e. a strategy. This is especially relevant due to the increasing uncertainty in the economic and social development, the emergence of new opportunities and threats associated with digitalization, robotization, globalization and world epidemics, etc. Study objects and methods. The present research was based on the theory of strategy and methodology of strategizing developed by Foreign Member of the Russian Academy of Sciences, Dr.Sci(Econ.), professor V.L. Kvint. The ultimate goal of implementing any strategy (global, national, regional, sectoral, corporate, and personal) according to the methodology of V.L. Kvint is to improve the quality and standard of human life. Results and discussion. The main elements are: strategic opportunities for the development of labor resources, strategic interests, strategic priorities for the development of labor resources, competitive advantages of labor resources, mission of development of labor resources, vision of development of labor resources, efficiency of development of labor resources. There are seven main stages. The preliminary (organizational) stage includes the emergence of an idea about the need for a strategy, the choice of a strategy methodology and a team of strategists. The first step involves identifying strategic opportunities based on identifying trends. The second stage determines interests and strategic priorities, while the third stage defines competitive advantages. The fourth stage features the mission of human resources development. The fifth stage is aimed at the vision of the development of labor resources, the sixth concentrates on efficiency, and the seventh is the implementation of the strategy. Conclusion. Effective and efficient strategizing of the development of labor resources requires strict adherence to the methodology and consistent passage of all the necessary stages.

Introduction. The paper introduces the concept of the Network University on the basis of the World-Class Research and Academic Center “Kuzbass”. It is one of the largest projects aimed at improving the scientific and academic landscape of the Kemerovo region. The digital twin technology can increase the current efficiency of the Kemerovo State University and develop its resources. The research objective was to assess this potential. Study objects and methods. The Network University project presupposes establishing a number of interacting Kuzbass campuses that will prepare competitive post-industrial production specialists able to solve various administrative, analytical, and economic problems that the region is currently facing. Results and discussion. The research involved an urban planning analysis of the future Network University campuses. It resulted in several infrastructure solutions in the context of digital education and the Fourth Industrial Revolution (Industry 4.5). Conclusion. In case of network universities, higher education does not equal qualifications: education provides each student with a conscious choice and a development pathway in the world of digital economy. A successfully operating link between education and professional activity makes this pathway attractive for investments. The author gave an initial assessment and defined the infrastructure solutions for the future campuses. All these issues are part of research on the capacity of the Kuzbass Network University and integrate the project into Priority 2030, which is the former Strategic Academic Leadership Program.

Introduction. Social capital is an important strategic asset for regional development. It refers to the institutions, relationships, and norms that shape the quality and quantity of social interactions. Human assets, social capital, and institutional environment are the three pillars of human potential for the creation of wealth. The present article introduces basic approaches to the definition and assessment of social capital and its types. The research results can help to create new strategies for the socio-economic development of regions. Study objects and methods. The authors identified three parameters of social capital: frequency of human contacts, homogeneity, and hierarchy. The paper also describes four types of social capital: linking, bonding, identifying, and uniting. Results and discussion. The research featured the development of social capital in the regions of the Central Federal District in 2000–2019, as well as the priority directions of the development of social capital in the city of Moscow and the regions of Moscow, Kaluga, and Kursk. Conclusion. At the regional level, strategic priorities for the development of social capital depend on its key components, current state, forming factors, and trends. The research can be of interest for scientists and decision-makers in the field of territorial strategic development.

Introduction. A complex system of distributed situational centers is one of the main vectors of the transformation of public administration in Russia. Each region needs additional infrastructure to develop a promising mechanism of multifunctional tools for effective electronic administration and management of socio-economic processes within public and private partnerships. The versatility and exclusivity of this mechanism lie in its large-scale capabilities, which make it possible to engage the most important spheres of the state’s life in detailed monitoring, analysis, forecasting, and strategizing. Study objects and methods. The research featured the management systems of situational centers, which aim at developing public administration and regulation by increasing the speed of decision-making. The study involved such standard methods as economic analysis, classification, expert assessment, deduction, etc. Results and discussion. The results can serve as a theoretical basis for modifying the existing and planned situational centers in Russia, especially those that will form an integral part of the system of distributed situational centers. Taking into account the rapid development of new public administration instruments, it is necessary to bridge the gap between Russia and other countries. Conclusion. Modern realities dictate new approaches in the field of public administration and regulation. That is why the development of situational centers is a strategically important area for creating a centralized system for managing the country. Improving the functionality of such centers will lead to a qualitative improvement in the entire structure of the state apparatus.

The socio-economic development of regions and states depends on the combination of existing strategic factors, as well as on their competent implementation. Recent decades saw rapid dynamics and changes in the functioning conditions of economic systems: new trends have lead to new challenges and shocks at the global, national, regional, industry, and corporate levels. The deteriorating economic situation and the increasing pressure on the material and technological resources create additional restrictions and obstacles to sectoral and regional development in Russia. The disproportionate distribution of resources makes regions look for asymmetric and radically new strategic solutions, thus consolidating all available resources for a qualitative economic breakthrough. The Strategy of the Socio-Economic Development of the Kemerovo Region (Kuzbass) for the period up to 2035 was approved by the regional government. It establishes the fundamental transformation of Kuzbass into a large Siberian trade center and hub as a strategic priority for all directions, including industrial and regional development. The scale of the priority necessitates additional study of certain aspects of this strategic direction. The research objective was to determine the strategic relevance of the Kuzbass trade and transport hub in the strategizing of regional and sectoral development. The author assessed the interests in this strategic priority and their systematization by appropriate groups, defined the conceptual structure of the Kuzbass trade and transport hub, highlighted the relationship with the strategic contours of the Strategy of Socio-Economic Development, explained the role of the future hub for sectoral and regional strategizing, and indicated its social and economic efficiency.

According to global forecasts, emerging-market countries have a more rapidly developing consumption rate than developed economies. Their global consumption share will continue to grow in the nearest future. Large industrial enterprises have the best competitive position to focus their products and services emerging-market countries because they have strong brands as well as high-quality customer service, hi-tech innovations and infrastructure. Such emerging-market countries as China, India, and Brazil provide strategic opportunities for long-term development. Successful expansion into the emerging-market countries profit margins, asset turnover, and geographic diversification in the long run. The research objective was to study the strategy development of light industry and fashion businesses in emerging-market countries. The paper introduces an in-depth OTSW-analysis of strategic opportunities and trends. The author emphasizes the role of fashion strategizing as an effective tool that makes it possible to take into account industrial characteristics. The research results can help to strategize the national brand “Made in Kuzbass” in emerging-market countries, thus contributing to the global image of Kuzbass.