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The article studies theoretical and methodological provisions for managing changes and recommendations on speeding-up technological reforms in the context of enterprise digital transformation. The author shows how to treat transformation integrally, i.e. from rapid innovation to the development of digital culture. The following conclusion was drawn: transparence of digital initiatives, adequate training, support of personal development and willingness to use unknown approaches are not properly elaborated on employees’ level. To resolve this problem the author proposed to carry out organizational reforms and changes in cultural thinking at the enterprise in general with further transition to digital thinking. Culture relying on digital transformation is a visiting card of mature digital enterprises and can foster innovation and extended cooperation. Management of changes requires confident and competent top management. So that enterprise executives start moving in the direction of digital transformation they shall first of all understand potential benefits of such changes and losses they can incur, it they do not do it. Organizational changes can allow the enterprise to pass on to a new level of management and resolve a number of problems connected with personnel resistance and people adaptation to forthcoming changes.
A. G. Tashkinov (Wed,) studied this question.