π-Economy

RAR RUS 7-27 0000-0002-4144-4287 Peter the Great St.Petersburg Polytechnic University Kobzev Vladimir emm@spbstu.ru

Polytechnicheskaya, 29, St.Petersburg,195251

V-1094-2019 56968223000 0000-0002-0941-6358 Peter the Great St.Petersburg Polytechnic University Babkin Alexander babkin@spbstu.ru

Russia, 195251, St.Petersburg, Polytechnicheskaya, 29

Skorobogatov Andrey Digital transformation of industrial enterprises in the new reality The national economy of Russia, in the period of digital transformation of all spheres of human activity (socio-economic relations, the institutional structure of society) and the transition to digital platforms connected by the global Internet network, has acquired risks characteristic of globalization. The raw materials orientation of the last 25 years with an active but careless work on embedding technological and logistics chains of domestic industrial enterprises in the chains of various countries of the world (European countries, the USA, China, South Korea, etc.) to meet the domestic needs for goods and services resulted in a loss of key competencies in industries. In 2022, political and economic events (sanctions lists) related to the struggle for world commodity markets among the developed countries inevitably led to a food blockade and withdrawal of many foreign companies from the Russian market. In the context of import substitution, there is a need for a scientifically based analysis of the current situation and decision-making on reducing the dependence of Russian industry on foreign technologies, goods and services. The article is devoted to identifying changes in the processes of digitalization of domestic industrial enterprises due to changing political and economic conditions. The effectiveness of design and technological preparation of production at machine-building enterprises and the presence of an innovative component in real conditions and the possible transition to domestic software products of CAD/CAM/CAE systems are under study. The issues related to the digitalization of technological chains of machine-building enterprises, the introduction of PLM and PDM systems and manufactured products (product life cycle and the creation of digital twins) are considered. The most vulnerable areas of the real sector of the economy related to the work of machine-building enterprises are also identified and require early decision-making. Indicators for determining the level of digitalization of mechanical engineering enterprises are presented. An economic and mathematical model (NPV) is proposed to assess the impact of investment projects for the digitalization of machine-building enterprises with an analysis of sensitivity to changes in the volume of investments of digitalization projects. The article discusses the economic conditions applicable to industrial enterprises that produce products for various purposes: civil, special and dual. 10.18721/JE.15501 338.45.01 economic models; machine-building enterprises; design and technological preparation of production; digital technologies; import substitution; digital transformation digitalization of industrial enterprises https://economy.spbstu.ru/article/2022.97.1/ 01_Kobzev%2C-Babkin%2C-Skorobogatov.pdf

RAR RUS 28-42 Gileva Tatyana t-gileva@mail.ru Q-4229-2017 57195759467 0000-0003-3644-4239 Voronezh State Technical University Shkarupeta Elena 9056591561@mail.ru

20 letiya Oktyabrya st., 84, Voronezh, Russia

Reframing strategic management of enterprise development in the digital environment: stages and tools The necessity to reimagine and develop the strategic management methodology and tools for the enterprise development in the digital environment is substantiated. The main areas of necessary changes are identified: abandoning the calendar approach to planning, taking into account the consequences of the destruction of industry boundaries by ecosystems, and increasing the flexibility of the strategy, which requires a different approach to the analysis and strategic decision-making. As modern trends in the development of strategic management, the following are highlighted: expanding the range of analyzed factors, studying their relationship and mutual influence, increasing the role of analysis of weak signals, technological scanning, event and scenario approaches to planning, updating the mission and vision, their ambition, convergence of long-term and medium-term planning horizons, building a digital strategy roadmap as one of the ways to increase its flexibility. The knowledge and experience accumulated in the field of digital transformation are valuable resources in determining the goals and development trajectory of a particular enterprise. However, their diversity and lack of systematization make it difficult to make strategically coordinated and justified decisions. Therefore, the purpose of this work is to highlight the key trends in reframing the strategic management of the transformation of enterprises in the digital environment and developing a navigator for traditional, adapted and new management methods and tools in accordance with the stages of the digital transformation process. A landscape of digital transformation strategy has been built, generalized recommendations have been formed regarding navigation through the presented methods and tools. As a way to increase the flexibility of an enterprise development strategy in the digital environment, it is proposed to form a minimum viable strategy based on the definition of strategic priorities and the subsequent formation of a development trajectory in the format of flexible roadmaps. The requirements for strategic priorities are highlighted, the features of developing a system of key indicators for evaluating and monitoring the results of digital transformations are noted. A methodology has been developed for identifying and evaluating strategic priorities for the development of an enterprise in a digital environment, the distinctive features of which are the use of analytical indicators, matrix clustering and conjugation of management horizons. The market potential and commercial readiness of the chosen development option (product, service, technology), the likelihood of changes in key forecasting factors and the degree of scalability of the expected results were used as analytical indicators at different stages of the assessment. The proposed methodology will allow to form and adjust the system of strategic priorities of the enterprise as the basis of its development strategy in the digital environment. 10.18721/JE.15502 enterprise digital environment strategic management tools and methods navigation digital strategy landscape strategic priorities https://economy.spbstu.ru/article/2022.97.2/ 02_Gileva%2C-Shkarupeta.pdf

RAR RUS 43-57 Silkina Galina galina.silkina@gmail.com Alekseeva Natalia natasha-alexeeva@yandex.ru Shevchenko Svetlana End-to-end production and management technologies: effects of industry application and potential synergy The main idea of Industry 4.0 is the organization of high-performance and efficient economic activity implemented through the large-scale dissemination and practical application of end-to-end digital technologies. This justifies the relevance of this study, the purpose of which is to systematize the existing scientific foundations and best practices for the implementation of end-to-end digital technologies, the formation of a reasonable choice of management techniques on this basis. The methodological basis of the study was formed by normative documents, bibliographic analysis, scientific and specialized publications, statistical data. The conducted research proves: end-to-end digital technologies radically change the models of production and organization of interaction of economic entities, bring irreversible transformation into the organization of modern production and business processes, generate new business models. The object of the study is a set of economic entities functioning in the modern digital environment, the subject of the study is the relations between the participants of the process. As a result of the research, the following scientific results were obtained: the prospects of Industry 4.0 were systematized, the most relevant blocks of end-to-end digital technologies were identified, the priority of management technologies and the choice of management tools for the modern technological revolution were determined, the results and prospects for the development of Industry 4.0 based on end-to-end digital technologies were identified. The authors highlight that it often escapes modern researchers that the transition to Industry 4.0 is not an end in itself. The article proves the priority of management technologies, defines the tools of Industry 4.0 allowing to combine real production, transport, human, engineering and other resources into virtually unlimited scalable software-managed virtual resource pools and provide the user with the results of their use. The authors see further development of the study in the analysis of modern technological trends, determination of their potential in business development, formation of development process management tools, identification of an additional synergetic effect that can be obtained through the convergence of end-to-end production technologies and management technologies. The presented material can be useful for both the scientific and business community. 10.18721/JE.15503 334 industry 4.0 end-to-end digital technologies production technologies management technologies https://economy.spbstu.ru/article/2022.97.3/ 03_Silkina%2C-Alekseeva%2C-Shevchenko.pdf

RAR RUS 58-74 Zhdanov Dmitrii djhdanov@mail.ru Human capital of an enterprise: a model of employee competencies in the digital world Digital transformation of Russian enterprises is one of the priority national tasks, and although the sanctions adopted in 2022 slowed it down, they did not reduce its relevance. The active use of digital solutions, virtual space, the emergence of a new environment for the interaction of economic entities require the availability of relevant knowledge and skills, affect the requirements for human capital (HC) of enterprises, and form an active demand for the relevant competencies of employees. In this regard, the purpose of this study was to determine the model of competencies required by employees of manufacturing companies in the context of digitalization, as well as to establish the priority components of the HC of a digital enterprise. The methodological basis of the work is a systemic economic theory, which makes it possible to match the individual systems of an enterprise (its areas of activity) with the corresponding (demanded) components of an individual and corporate human capital. The study initially analyzed the main results of the digital transformation of industrial enterprises. It is noted that the most important consequences are the change in the business processes of companies, the forms of organization of their activities, the emergence of new models of interaction in the business environment. Next, a comparison was made of various models of competencies of enterprise employees in the context of digitalization, which made it possible to coordinate requests for their composition and highlight the key positions that should be present in such a model. They are broadly defined as: a) the ability to develop and apply software, to understand the principles of operation of digital systems; b) the ability to use interpersonal skills, provide the necessary creativity and purposefulness of actions. The performed analysis made it possible to establish a set of elements (competencies) that form the human capital of an employee of an enterprise operating in the digital economy, as well as to determine the composition of the corporate human capital model of such an enterprise, which became the main scientific result of the work. In conclusion, the elements of the generated models were ranked, which is also a novelty of the work. It is shown that, first of all, the role of socio-psychological, organizational¸ intellectual and creative competencies of the employee’s human capital will increase, as well as such components of the corporate human capital as: production capital, relationship capital and structural (organizational) capital. 10.18721/JE.15504 331.1; 338.2 digital economy systems economic theory company competency model https://economy.spbstu.ru/article/2022.97.4/ 04_Zhdanov.pdf

RAR RUS 75-94 Borsch Lyudmila M. l-borsh49@mail.ru Jalla Mir Abdul Kayum Zharova Amina Indicators of the effectiveness of the use of the regional potential of the Republic of Crimea This article analyzes the indicators of the methodology for the effective use of regional potential, which is taken as a basis at the legislative and regulatory level in the region. Improving the management process and effective use of regional potential is an urgent problem and is of interest for research. The hypothesis of the study lies in the methodology of the effectiveness of regional development at the level of municipalities and urban districts, where innovative development is weakly manifested, which can affect the gross regional product as the main indicator. The purpose of the study is to analyze the performance indicators in the use of regional potential and form an integrated approach to the effective use of the regional potential of municipalities and urban districts. The analysis of indicators of the effectiveness of the use of regional potential and additional factors reflecting aspects of innovative, socio-economic development, which are the basis of the gross regional product, reflecting the effectiveness of effective activities, was carried out. Approaches were formed using the following methods: an analytical review of theoretical integrated approaches was carried out; an algorithm for comparative analysis of the main indicators was carried out; some factors that have a significant impact on the formation of GDP were analyzed. Based on the results of the study, a broader integrated approach was proposed to reveal the essence of using the effective potential of the region, in particular, municipalities and urban districts. In modern conditions, economic entities are constantly transforming, which is due to many factors influencing the regions, which, under the load of the external environment, are also subject to transformation processes. The article presents a number of proposals for the effective use of the internal potential available in the regions in its development. Additions are proposed to improve the methodology for applying tools for measuring regional well-being, which provides a chance to more effectively use regional potential to align regions. The studies were carried out on the basis of official indicators of the Republic of Crimea, in particular, for municipalities and urban districts. The practical application of indicators and methodology for the effectiveness of regional development of municipalities and urban districts will improve the system of effective management of the region. 10.18721/JE.15505 332.14 effective use of regional potential investment in fixed capital innovation GRP integrated approach https://economy.spbstu.ru/article/2022.97.5/ 05_Borshch%2C-Dzhalal%2C-Zharova.pdf

RAR RUS 95-110 Kulibanova Valeriia valerykul@mail.ru Teor Tat'iana teort@rambler.ru Ilyina Irina Sharakhina Larisa Development of the ESG agenda in Russia at the regional level A shift in the attitude of the society towards the goals of modern entrepreneurship has led to the emergence and active discussion of the topic of sustainable development not only in science, but in public discourse as well. Growing interest in this topic at all governmental levels and in the society, allows us to note that that it is often unprofitable for the companies themselves, especially large and influential ones, to turn away from this direction, as this involves abandoning already modernized technologies and processes they have heavily invested in. That is why the relevance of ESG-principles, which are the implementation of the concept of sustainable development in business, not only does not decrease, but is of particular importance. In our opinion, the maximum effect of the ESG-agenda can be achieved with the active cooperation of entrepreneurs and regional authorities with substantial administrative resources and knowledge of the strategic development of territories. The aim of the work is to analyze the commitment of the subjects of the Russian Federation to the ESG-agenda and its monitoring in the information field. We reviewed the existing and identified the most authoritative methodologies of ESG-rating of Russian rating agencies. We studied mass media and social media for the representation of the ESG-agenda in the information field of the regions of the Russian Federation. We made a distinction between the concepts of “regional resilience” as the ability of the territory to withstand and adequately respond to shocks and challenges of different origin and “regional development”. Significant differences in the implementation of ESG-principles were revealed, the leading regions, in which ESG-principles are invariably relevant regardless of geopolitical changes, were identified. The study recorded a growing interest of the federal subjects to the problem of ESG-transformation of the economy, but noted a rise in regional imbalances in the implementation of the ESG-agenda as a negative fact. The search for ways to mitigate these imbalances to ensure sustainable development of the country may become the direction of further research. 10.18721/JE.15506 332.025 enterprise digital environment strategic management tools and methods navigation digital strategy landscape strategic priorities https://economy.spbstu.ru/article/2022.97.6/ 06_Kulibanova%2C-Dzhalal%2C-Zharova.pdf

REV RUS 111-121 Knyazkova Veronika Development of value analysis and features of ITS application in software products design At present moment, the processes of digitalization and informatization of all spheres of human life and society are rapidly gaining momentum. Of course, many factors influence them. Nevertheless, they are based on the development of the hardware (technical) component along with the development and implementation of software. The rapid growth of information and communication technologies (ICT), as well as the development of the digital economy and e-business, in turn led to an increase of the employees in this sector in the national economies across the world. Particular attention should be paid to the problems of organizing business processes in companies operating in the field of information technology (IT), as well as the economic justification of managerial decisions and evaluation of their effectiveness. To date, the science and practice of management has developed a set of theoretical and methodological approaches to solving the above problems, which, of course, can be successfully used in the practice of managing IT companies. It is known that the management of IT companies uses the well-proven tools of lean manufacturing, 6 sigma, Gantt charts, Ishikawa charts, etc. At the same time, there are a number of techniques (for example, functional cost analysis (or value analysis, VA)) that have not received proper distribution in IT-companies, despite the fact that they have serious potential for conducting a feasibility study. This article attempts to review the history of the creation and development of the VA in the USA and the USSR. Further, on the one hand, the possibilities of using such a tool as the VA in the management of IT companies are shown, and, on the other hand, due to the current terminological inconsistencies, the legitimacy of using the conceptual and categorical apparatus, which belongs to the subject area of the VA, is analyzed. We are talking about the following terms: “functional-cost analysis”, “cost analysis”, “elemental analysis”, “cost engineering”, “cost management”. The results of the study allow us to state the expediency of using the VA tools in the development of software products. 10.18721/JE.15507 005.52:004.415.2+338:004 функционально-стоимостной анализ стоимостной анализ управление стоимостью цифровизация https://economy.spbstu.ru/article/2022.97.7/ 07_Knyazkova.pdf