The Transformation of Strategic Management in The Digital Age: The Impact of Digital Platforms and Data Analytics

Purpose: The purpose of the study is to identify the transformation of strategic management in the digital age under the influence of digital platforms and data analytics in the platform economy. Design/Methodology/Approach: The methodological basis of the study is documentary analysis of more than 30 consulting reports and industry reviews for 2024–2025 and statistical materials of international organisations, selected using inclusion criteria and covering 300 organisations as units of analysis. Declared and actual digital practices were recorded separately; descriptive statistics summarised the indicators, and bivariate correlations linked data analytics use, platform integration, review adaptability and security integration. Research Limitation: The study is based on documentary analysis and aggregated secondary data, so its results show prevalence and association, not causation. Findings: Digital platforms and data analytics are becoming the environment, not auxiliary tools, for strategic decision-making. There is a shift from long-term planning to frequent, highly adaptive, data-based reviews. Hierarchical control weakens as platform rules, metrics and architectural constraints gain weight. Declared priorities exceed actual integration, and data analytics use, platform integration and review adaptability correlate moderately. Information security emerges as a strategic factor in selecting initiatives and limiting platform scaling. Practical Implication: The results can inform more adaptive and coordinated approaches to strategic management in the digital economy. Social Implication: The new coordination mechanisms change how work is organised, including more decentralised decision-making, cross-functional collaboration, and remote or platform-mediated work. These changes alter job roles, workplace relationships and employee expectations, so they need to be managed inclusively and with attention to job quality and wellbeing. Originality/Value: Prior studies examine platforms, data analytics and security largely in parallel, leaving the strategic level of digital transformation under-conceptualised. The study links them within one strategy cycle, separating declared from actual use and showing where control moves when hierarchy weakens.