Integrated diagnostics of adaptive digital transformation in FMCG retail

The article develops an integrated diagnostic model of adaptive digital transformation in FMCG retail aimed at identifying imbalances between technological development, organizational capabilities, and market outcomes. The proposed approach combines four interrelated diagnostic contours: external digital opportunities, actual technology adoption, internal digital readiness, and customer and market response. The research is based on system, process, comparative, and structural-logical approaches, as well as analysis, synthesis, classification, and scientific generalization. The empirical illustration of the model uses publicly available corporate data for 2025-2026 covering ten Russian FMCG retail chains. Digital readiness is assessed through four components: management commitment, digital potential, digital culture, and digital strategy. The results indicate that relatively balanced average levels of digital readiness coexist with noticeable firm-level differences in their internal configuration. Digital culture demonstrates the highest average value (0.885), whereas digital strategy has the lowest (0.840), suggesting that the development of technological and organizational capabilities may outpace their integration into a coherent long-term transformation agenda. To translate diagnostic results into managerial decisions, a matrix linking specific diagnostic signals with corresponding management responses is proposed. The developed framework supports the identification of capability bottlenecks, underused technologies, customer-journey friction, and inconsistencies between digital readiness and actual technology adoption. Its practical application can facilitate the prioritization of digital initiatives, continuous monitoring, strategic adjustment, control, and recurrent recalibration of digital transformation trajectories in FMCG retail enterprises.