The Conceptual Principles for Creating a Development Strategy for Transport Enterprises in a Turbulent Environment

In the context of increasing turbulence in the external environment, creating an effective enterprise development strategy requires scientifically grounded methodological principles that ensure strategic flexibility, adaptability, and long-term competitiveness, taking into account industry specifics and systemic risks. The aim of this article is to develop conceptual principles for crafting an enterprise development strategy, particularly for transport enterprises, in a turbulent environment. It is argued that developing an enterprise development strategy should involve the systematic alignment of its internal potential with external conditions and socioeconomic trends. A system of principles for the strategic development of enterprises under conditions of high uncertainty and multifactorial external environment dynamics has been developed, comprising three interrelated groups of principles: principles of external adaptation, principles of internal strategic capability, and principles of strategic control and correction. The principles of external adaptation (flexible strategic configuration, strategic variability, crisis management) are intended to shape a reactive-adaptive development strategy. The principles of internal strategic capability (assessment of internal potential, technological leadership and digital adaptation, integration into logistics and transport ecosystems) provide the resource-innovation foundation for strategic enterprise development management. The principles of strategic control and correction (monitoring strategic indicators, managerial flexibility, interactive engagement in the strategic process) are aimed at establishing a mechanism for controlling and adjusting the adopted enterprise development strategies. The appropriateness of using scenario modeling as a key tool for developing an enterprise development strategy is substantiated. It is demonstrated that a prerequisite for obtaining reliable and relevant results in the strategy development process under turbulent conditions is the comprehensive use of both quantitative and qualitative methods of analysis. At the same time, balancing the complexity of analytical models with the feasibility of practical implementation of strategies is a critical factor in the efficiency of managerial decisions.