Volume 6, Issue 1 (2026)
The post-normality period has increased the importance of solving the state task of ensuring Russia's long-term socio-economic development. Special emphasis is placed on resistance to endogenous and exogenous shocks and openness to the realization and use of fundamentally new opportunities and components of growth. In turn, this is inextricably linked to the implementation of large-scale strategic transformations, which requires the involvement of large amounts of resources, primarily financial resources, and creates a high investment demand. At the same time, empirical data indicate that an imbalance in investment activity persists, which is manifested in a significant gap between investments in financial and non-financial assets. In conditions of an urgent need for financial resources to ensure creative processes for modernization and restoration of the material and technical base at a fundamentally new technological level, this can lead to the development of weakening or destructive processes in the economy. The key factor contributing to this situation is a high degree of uncertainty. In such conditions, enterprises tend to realize opportunities with the greatest investment attractiveness in order to make a profit, which leads to the redistribution of excess financial resources into speculative instruments to the detriment of investments in the real sector. Overcoming this imbalance is possible through a targeted reorientation of investment flows from the financial sector to the real sector of the economy. One of the effective solutions may be the formation of a system of industrial strategies for systematic and long-term development while creating favorable conditions for all actors within these systems. The availability of proven and effective industrial strategies, on the one hand, will reduce risks for potential investors, on the other hand, it will open up new production and technological opportunities with high multiplier potential. The reorientation of enterprises' funds from financial assets to core and innovative activities will ensure the implementation of qualitative transformations at the industry level and will build a solid industrial core and ensure Russia's technological sovereignty.
Financial autonomy is a key factor that determines the resource base for regional socio-economic development strategies. Russian regions differ in terms of socio-economic development: most constituent entities depend on non-repayable transfers from the federal center. In these settings, the analysis and assessment of the institutional factors that affect the system of intergovernmental fiscal redistribution become particularly relevant for regional strategizing. This article describes some patterns in the relationship between regional financial autonomy, the structure of intergovernmental transfers, and socio-economic development indicators. The constituent entities of the Russian Federation were grouped by the level of budgetary dependence on nonrepayable transfers. The analysis of the structure and dynamics of budgetary and socio-economic indicators covered the period from 2018 to 2024. The author also compared the tax potential and income inequality across regions. The final classification featured four groups of regions with different levels of dependence on non-repayable transfers. The study revealed the reproduction of structural polarization: in 2024, the gap in the share of non-repayable transfers between the extreme groups reached 49.4 percentage points. Regions with high financial autonomy demonstrated a reliable tax potential and a higher growth rate of gross regional product and household incomes. However, the same regions showed greater income inequality. Highly subsidized regions tended to depend on equalization transfers, which generated negative incentives for economic development in these territories. In general, the dependence on non-repayable transfers acts as a structural factor that determines the level of regional financial autonomy and limits the resources for long-term development strategies. The results may be used to improve regional development strategies of intergovernmental fiscal regulation mechanisms.
The national Tourism and Hospitality project aims to reach 140 million domestic and inbound tourists by 2035. In this respect, providing high-quality services to such numbers of customers requires a talent pool of service providers with relevant skills and interdisciplinary knowledge. The industry experiences a shortage of personnel at all levels, and the gap between demand and supply is exacerbated by the lack of specialized academic institutions, the outdated training programs, the gap between academic education and market needs, and the poor salary prospects. This article identifies the systemic challenges that can only be solved by implementing a strategic approach to developing human resources for local tourism. The research featured the labor potential and capital in the tourism industry, as well as the system of socio-economic relations between industry workers, tourism enterprises, government officials, and education institutions that form the industry’s talent pool. The author identified the key threats to the sustainable development, specified the optimal approaches to the strategic development of personnel training in higher and vocational education, and highlighted the relevant qualification requirements in the context of digital transformation. The strategic recommendations for the development of tourism qualifications may help the education system to satisfy the current industry challenges in line with global and national trends.
Strategic potential assessment integrates both quantitative and qualitative methods. Innovative clusters require innovative analytical tools. The article introduces a new qualitative methodology for assessing the strategic innovative potential of cluster structures that rely on the strategic innovative potential of their parts for the sustainable development and competitiveness of the entire structure. A review of available studies on strategic potential and clustering made it possible to integrate quantitative and qualitative methods into a single assessment tool and test its performance on a specific cluster. Using the method of taxonomic analysis, the author ranked the innovation potential indicators, while the methods of structural analysis and comparison revealed the internal relationships between cluster elements. The experiment yielded a set of practical recommendations for increasing the innovative potential of clusters. The taxonomy method proved especially effective. First, it provided an integrated assessment of the innovative potential for each company within a cluster. Second, it revealed the possibility of tracking the progress of individual indicators and determining their contribution. Third, it established the cause-and-effect relationships between parameters that had a positive or negative impact on the strategic innovative sustainability of each cluster. The new methodology is a universal strategic analysis tool that stimulates innovations, compares cluster parts, and optimizes the task allocation while increasing the transparency and manageability of the entire cluster. Its application may strengthen the role of cluster structures in innovative regional and industrial strategic planning.
The industrial sector is one of the most supported target areas for implementing economic and political measures in China. This fact highlights the urgent need to explore new methods for optimizing spatial resources and working with available sources to improve cluster strategizing. A set of standard methods made it possible to determine the potential for a cross-border heavy industry cluster in China based on the permissible distances between industrial zones and the centroid. This research tested a simple method for calculating the geographical feasibility of a cross-border heavy industry cluster by mapping its elements in two-dimensional space and locating the centroid based on previously identified data. The author justified the solutions by demonstrating a number of patterns reported by other publications on the matter of spatial planning of industrial zones in China.
Leaders need strategic thinking to cope with the current technological advances, uncertainty, and complex global environment. Strategic thinking means that leaders are able to anticipate the long-term consequences of their decisions and shape sustainable development vectors. The author explored the effect of strategic thinking on strategizing, relying on the theory and practice of strategizing developed by Professor V.L. Kvint. Starting with a comparative analysis of the historical personalia of great strategists Amir Timur and Antoine-Henri Jomini, the paper demonstrates the integration of philosophical categories, historical experience, and modern management practices in the history of strategic thought. It proceeds with an analysis of the fifteen rules of strategic thinking, innovative long-term solutions, and the effective management of resources and risks. The diachronic analysis demonstrated the continuity of the value-oriented, systemic, and humanistic approaches in the methodological core of strategizing. The author designed The Code of Strategic Leader that unites the mission, values, and practices of strategic leadership, providing leaders with an ethical foundation for their actions. A modern leader that possesses emotional intelligence considers social, environmental, and technological factors, as well as utilizes digital tools. According to V.L. Kvint, strategic thinking forms a holistic system of leadership that provides a long-term focus and sustainable development, generating social value and utility. As for its practical significance, strategical thinking optimizes resource allocation, catalyzes innovations, and creates competitive advantages. During strategy implementation, strategical thinking manifests itself in the ability of the leader to foresee, adapt, and formulate long-term solutions in the face of uncertainty
Competition on the market of goods and services has always stimulated various approaches to corporate development strategies. Amidst the shifting global landscapes and the relentless proliferation of data, strategic decision-making necessitates increasingly sophisticated and adaptive frameworks. Artificial intelligence provides a synergy of corporate development strategies. The article describes the potential of AI within the schools of strategy that focus on learning, culture, and formalization. Identifying the current strategy for each approach, the authors improved it, using a combination of traditional schools of strategy, Professor V.L. Kvint’s theory of strategizing, and fundamental AI studies. In socio-economic management, AI models process big data and perform a wide range of strategizing tasks, adjusting conventional strategizing algorithms to the new frameworks. A synergetic approach that combines various schools of strategizing with AI achievements makes it possible to exercise an effective set of corporate development strategies. The more unpredictable the external environment becomes, the higher the total corporate intelligence that combines the benefits of organizational learning with those of advanced AI scenarios. An AI-integrated company culture maintains the corporate identity while providing an adaptive foundation for a new strategy. The symbiosis of human strategic thinking and the analytical power of AI solutions enables organizational learning and adaptation for more efficient strategizing and strategy execution.
In an era of heightened competition and market volatility, a strategic and integrated marketing framework has become indispensable for sustainable business development. Strategic marketing involves an integrated approach to market promotion with a focus on long-term business goals and interaction with consumers at all stages of the marketing funnel. Such a systematic promotion requires accumulating knowledge about the brand as the primary point of contact with a potential customer. Parallel stimulation and processing of current demand make it possible to achieve and scale commercial results. The constant need to stimulate the current sales is always combined with the need for long-term strategic development. Together, they have yielded a new strategic approach of brand performance marketing. The brand performance model of marketing promotion is reliably efficient and popular but scientifically understudied. The article explains the essence of the brand performance approach and offers some practical recommendations for its effective implementation. Such standard methods as analysis, synthesis, generalization, and benchmarking were combined with Professor V.L. Kvint’s theory and methodology of strategizing. The new brand performance approach to strategic marketing promotion from the perspectives of strategizing resulted in a feasible model for the step-by-step development and implementation of brand performance marketing
Even under the current foreign sanctions and external restrictions, Russia’s economic policy is aimed at industrial innovations. However, the ongoing digital transformation remains a serious challenge for timber enterprises: in fact, this industry demonstrates one of the lowest rates of digitalization. Digital transformation has both strategic advantages and strategic risks for such enterprises. If major business fails to consider these risks, the outcome can have long-term negative consequences. Effective strategizing of industrial enterprises needs special methods to identify, describe, and analyze strategic risks. The authors identified the strategic risks of digital transformation and summarized tools that could help timber and forestry enterprises to overcome them. The research relied on the theory and methodology of strategizing developed by Professor V.L. Kvint. According to this approach, a strategy does not identify problems: its main purpose is to identify opportunities, and opportunities always come with risks. The analysis systematized the general and specific features of ERP-systems and digital platforms as key elements of digital transformation. The article introduces opportunities and risks of digital transformation for timber industry enterprises, which must be taken into account by strategists. It also describes an automated process management model as a means of overcoming the risks.
Central Asia is currently undergoing some major transformations on its way to a new active sub-region with a wide system of international relations. The article features various strategies that the countries of Central Asia design for their socio-economic development. It introduces some objective prerequisites that shaped the idea of socio-economic integration of the peoples of Central Asia. Uzbekistan encourages this integration by creating and promoting a new image of Central Asia as a steadily developing and prosperous region with a shared economic and political environment. The author analyzed the approaches that the countries of Central Asia employ to develop and implement their own socio-economic strategies. Following the methodology of strategizing developed by Professor V.L. Kvint, the strategies are harmonized at various levels within the common Central Asian agenda. The current global transformation of the international order makes it difficult to make any reliable forecasts. However, Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan, and Uzbekistan present a role model for other regions as they seek to come up with consolidated responses to the new challenges while using their potential and competitive advantages as part of regional and national strategies.
This article introduces a new analysis algorithm that can be applied to territorial organization of urban systems. After directed zoning, the zones are divided into those of balance and those of disproportions. The obtained solutions of the territorial-communication model are compared with a fractal standard, which serves as an indicator of the most effective urban organization in terms of the basic life support infrastructures and their communications. The algorithm makes it possible to reveal territorial disproportions of the urban environment, i.e., risk areas that violate the stability of the urban system as a whole and require external management.
The article deals with issues related to the development of a strategy for the location of an industrial enterprise. The location strategy is part of the corporate strategy, which defines its values and interests. A corporate location strategy is often linked to an entry strategy. The article introduces a strategic analysis of the factors that determine the location of an industrial enterprise, depending on the evaluation criteria and the industry specifics. The study is based on the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint. This approach helps to choose the location of an industrial enterprise, consider its global, national, and sectoral long-term development, and take into account its external and internal environment. The strategic analysis of placement factors and alternative options was based on an OTSW-analysis and special decision-making methods. The paper also reviews the relevance of location factors from the first theoretical works to modern empirical studies based on surveys of company managers and econometric analyses. The author designed a general algorithm for developing a strategy for locating an industrial enterprise. The theory of strategy and methodology of strategizing made it possible to neutralize the negative consequences of subjective decisions that still interfere with the location strategizing.
The Russian Far East occupies the northeastern part of Eurasia. Its northern coast has access to the Arctic and the Pacific through the Laptev, East Siberian, and Chukchee seas, while its eastern coast borders on the Bering, Okhotsk, and Japan seas. The region stretches from north to south, and its nature, climatic zones, flora, and fauna are extremely diverse. As a result, the Russian Far East has an enormous potential for tourism. Its transport and transit potential also means unique opportunities for the regional social and economic development. For instance, the macroregion has a good background for close cooperation with the large emerging markets of the Asia-Pacific countries. However, the sectoral structure of the Far-Eastern economy is mainly represented by mining and manufacturing industries. The current strategic task is to increase the share of non-commodity and non-energy exports in the overall structure of the country’s exports. Pacific Russia needs new strategic opportunities while its touristic potential needs new assessment means. The present research featured tourism as a strategic branch of the economy of the Russian Far East. The author believes that the unconditional competitive advantages of this macro-region will eventually boost the domestic tourism development strategy. The article introduces an analysis of strategic opportunities, as well as economic, financial, labor, and time resources. This research is the first and most important stage in the analysis of the external environment of the object of strategizing. The fundamental importance of this stage lies in the fact that the window of opportunities is short-lived. Therefore, the global touristic prospects of this vast resource-rich territory depend on the timeliness of management decisions, i.e., a systemic integrated development of the industry based on a single strategy document. The analysis made it possible to outline some strategic guidelines for the diversification of the Far Eastern economy and improving the quality of life in the microregion. The further research will involve a comprehensive assessment of the strengths, weaknesses, and competitive advantages of the region.
Crucial industries of the Russian Federation require new organizational and economic development forms. The present article introduces an innovative form of interaction between economic entities: it is crossindustrial and metaverse-based. The article also features a detailed analysis of the strategic potential of industrial metaverses that can boost the development of important domestic industries in the conditions of economic mobilization. The authors focused on the factors that predetermine the need to create such industrial metaverses.
The current state policy of the Russian Federation supports the development of physical culture and sports, in particular hockey, to solve a complex of social and political problems. Sport as a sphere and industry is changing rapidly due to various external challenges. Consequently, strategic management has to adapt to these changes and challenges. The current situation demands a clear strategic plan, not universal business models or outdated strategic methods. Sport is a business that requires complex management and a strategy. A sports team owes its success not only to its athletes but also to the proper strategic decisions. Unfortunately, the methodology of developing strategies for sports industry received little scientific attention. The present research objective was to identify effective strategies in the sports industry. This paper clarifies and systematizes many concepts and approaches to the strategy development that have been adapted for sports organizations with all their specifics. The authors propose a new scheme for sports industry strategy and a number of recommendations on the strategy development in the sports industry that can be recommended for practical application. The study relied on the general theory and methodology of strategizing developed by V.L. Kvint, Foreign Member of the Russian Academy of Sciences, Dr.Sc.(Econ.), at the Center for Strategic Studies of the Institute for Mathematical Research of Complex Systems, the Central Economics and Mathematics Institute of the Russian Academy of Sciences, the Department of Economic and Financial Strategy of the Moscow School of Economics of the Lomonosov Moscow State University, the Department of Regional and Sectoral Development Strategy of the Kemerovo State University, and the Department of Industrial Strategy of National University of Science and Technology “MISIS”.
Venture funds are an element of the infrastructure that supports innovation. They make a significant contribution to the development of the national innovation system, as well as increase industrial competitiveness and high-tech production. This article describes the long-term strategic priorities for the developmentof domestic venture funds. The research relied on the method of regression analysis, as well as on the theoretical and practical concept of strategizing developed by Professor V.L. Kvint and adapted for the venture capital market. These methods made it possible to analyze the global and national strategic trends in the development of venture funds. The analysis of strategic documents provided a strategic assessment of the effect of venture capital and government R&D expenses on various indicators of the Russian economy. It also revealed the role of public and private fundings as strategic multipliers of innovative activity. The data obtained allowed the authors to formulate the strategic priorities for the development of venture funds in Russia.
An economic crisis is both a threat and a source of opportunity. The article analyzes the impact of the economic crises of the XX–XXI centuries on the strategic capabilities of countries and regions. The author performed a retrospective analysis of economic crises in Russia to study their management on the regional level, consequences, and strategic opportunities for national economies. The research objective was to identify the patterns of their impact on the national and regional development, as well as to propose methodological approaches to managing the economy in crisis conditions. The analysis of the major economic crises of the XX–XXI centuries and their impact on global and national economies served as a background for a retrospective assessment of the crises in Russia and their role in the strategic transformation of the national economy. It revealed the key areas of state regulation of the regional economy during crisis. Despite their short-term negative consequences, economic crises catalyze structural changes, technological development, and institutional transformations in the long run. Successful crisis management depends on the ability of the authorities to adapt, implement reforms, and use the growth potential. In Russia, crises have always stimulated modernization. In modern conditions, they require flexible economic strategies, diversification, technological independence, and strategic leadership. Effective crisis management involves a range of measures and activities, including crisis administration, business support, social protection, and strategic planning.
ntroduction. The socio-economic development of the Russian Far East is one of the most important strategic directions of Russia, corresponding to the national interests and development vector. For this vector to be transmitted to the regional and sectoral level, it needs strategic opportunities, relevant in the context of multiple trends and limited resource base. Energy security includes reliable energy consumption and efficiency. It ensures the socio-economic progress of developing economies and emerging-market countries. The Russian Far East has accumulated enough scientific, technical, industrial, and production potential to use gas industry as a long-term driver of socio-economic development. The research objective was to analyze and systematize the main interest groups focused on the development of gas industry in the Russian Far East. Study objects and methods. The study was based on the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint, as well as on authentic methods of industrial strategizing. Results and discussion. The article introduces a concept scheme that illustrates the relationship between regional and sectoral gas strategies of the Russian Far East, as well as their place in the general system of strategies. The author systematized the main national, social, regional, industrial, corporate, and international interests. The analysis confirmed the long-term interest of the gas industry in the Far Eastern Federal District at each of these levels. Conclusion. In the Russian Far East, gas industry will establish strong vertical and horizontal relationships in the system of strategies, thus producing a multiplicative effect on the socio-economic development of the whole Far Eastern Federal District and its regions.
