Development strategy in strategic enterprise management amidst modern economic turbulence

The article examines the theoretical, methodological, and practical foundations of strategic management within enterprises amid global economic turbulence, heightened market uncertainty, accelerated adoption of digital technologies, and the conditions of martial law in Ukraine. It argues for transforming classical management models by shifting from traditional long-term planning to dynamic, adaptive strategic structures. It is argued that, in the current environment, an organization’s capacity for flexible strategic management has become a key factor in maintaining its viability and competitiveness. The study critically analyzes and systematizes existing conceptual approaches to defining “strategic management” and “strategic planning” (including classical, managerial, long-term, competitive, and communicative perspectives). It shows that integrating advanced technological solutions—such as artificial intelligence, cloud technologies, and big data analytics—creates new business opportunities while also introducing significant risks, including cyber threats and an urgent need to transform corporate culture. The paper emphasizes aligning digital initiatives with the enterprise’s overarching strategic objectives. The study focuses on strategic management in domestic enterprises during a systemic crisis triggered by military conflict. A fundamental shift in managerial focus is evident: a move from large-scale development plans to tactical, anti-crisis measures aimed at survival. The study identifies the primary adaptive strategies Ukrainian businesses used, including relocating production facilities, diversifying supply chains, optimizing operating costs, aggressively expanding into international markets, and unprecedented strengthening of risk management and corporate social responsibility. Based on the research findings, the study draws a conceptual distinction between strategy development—a process that requires open, creative thinking and focuses on identifying development directions—and strategic planning, which entails the structured, analytical detailing of the steps needed to achieve specific goals. The study argues that successful strategy development cannot be achieved without deep alignment with the existing corporate culture and workforce traditions. The study concludes that modern strategic management should not be viewed as a standardized, template-based tool but rather as a continuous, iterative process of creating unique competitive advantages. This process requires careful consideration of technological, macroeconomic, and internal organizational factors to ensure sustainable development.