Volume 5, Issue 4, 2025

Quantum technologies include two key high-tech areas: communications and computing. Commercialization of quantum solutions depends on the strategy of managing the corporate ecosystems, i.e., developers and consumers of innovative products. To identify future leaders of the quantum technology ecosystem, the authors studied the medium-term scientific and economic indicators of 150 large companies. Software and hardware developers (Toshiba, Huawei, etc.) are more likely to become technological leaders in quantum communications than service providers (British Telecom, Deutsche Telekom, etc.). Former leaders of electronic computer market also strive for leadership in quantum computing (IBM, Intel). Some companies have projects in both areas; for instance, Amazon, NVidia, Cisco, and NTT can become a link in the synergy of computing and communications, especially when it comes to the quantum Internet. Such industrial, logistics, and financial companies as Volkswagen, BMW, Toyota, Honda, JP Morgan, Credit Agricole, Mitsui, Airbus, and Mitsubishi focus on piloting quantum algorithms. This research may be of interest to Russian organizations responsible for the strategic development of quantum technologies. Domestic communications and computing require new ecosystem companies with extensive experience in innovative R&D.

This strategic analysis of global and national digital transformation trends highlights some new opportunities for Russia’s regions. Professor V. L. Kvint’s theory of strategy and methodology of strategizing provided a deeper understanding of the key factors behind the digital transformation of regional economies. The current global trends involve the development of artificial intelligence (AI) and digital infrastructure. The national trends lie in the ICT sphere, human resources, and digital literacy, as well as in the growing interregional digital gap and costs. The OTSW analysis of global and national trends revealed some major long-term strategic opportunities for regional economies, e.g., conquering international technology markets, developing digital sovereignty and infrastructure for data security purposes, accelerating digitalization processes in the regions, improving people’s digital skills, etc. On the one hand, low national and regional aspirations in the AI sphere may increase the risk of falling behind the global trends and losing competitive advantages. On the other hand, a larger and faster AI implementation would require new strategic documents to standardize the digital transformation at the national level.

Intangible assets shape competitiveness of Russia’s region and require new effective development strategies. However, appellations of origin remain unpopular branding tools in the regions, which indicates a low demand for this type of intellectual property protection. Regional executive authorities seldom consider regional brands as a resource for local socio-economic development. A sociological survey made it possible to assess the opinions of regional executive authorities regarding the impact of regional brands on the local socio-economic development. The article describes some case studies of successful appellations of origin and brand support policies. However, the exact impact of appellations of origin on the development of the corresponding region remains unclear. The survey revealed the key factors that affect the influence of regional brands on the local socio-economic indicators. Three strategic directions could enhance the positive impact of regional brands on the socio-economic development: 1) to increase producers’ awareness of the benefits of appellations of origin in local brands; 2) to study and adapt the best practices in using appellations of origin as part of regional brands; 3) to improve regional brand support policies, e.g., by strengthening the role of authorities, optimizing various support measures, and identifying the impact of regional brands on the regional investment attractiveness. The results obtained may be used to strategize the socio-economic development in Russia’s regions.

In the situation of Western sanctions when Russian companies are on the lookout for alternative sales markets, international transport corridors gain a national strategic importance. As the current geopolitical instability destroys old supply chains, the new international transport corridors have to go around unfriendly territories. In such conditions, the relevance of the unfinished North–South transport corridor can hardly be overestimated. Metallurgy constitutes a significant part of Russian exports. Russian metallurgical companies are especially interested in reliable and sustainable sales routes because their products are purchased by many industries. In this context, the national economy needs strategic initiatives that can ensure effective planning and resource management. This article introduces an overview of the Russian metallurgical sector. By the end of 2023, pig iron, steel, and aluminum production had amounted to 54.2, 75, and 3.7 million tons, respectively. The review covered the largest metallurgical companies and the transport corridors on Russian territories, including a comprehensive analysis of the North–South international transport corridor. This route offers excellent export prospects for PJSC PAO Severstal. The company is the national metallurgical leader: in 2023, it produced 11.2 million tons of steel and reached a revenue of 728.3 billion rubles.

Public-private partnership (PPP) may be an efficient strategizing tool in the light industry. Professor V. L. Kvint’s theory of strategy and strategizing, applied to a pulp and paper production company, revealed the sustainable water and energy cycles as the main areas of strategic development. The resulting strategizing approach focused on the environmental impact and competitiveness. The major strategic priorities were to combine public and private funding with reliable management. Each priority was provided with strategic goals that pursued competitive advantages. The case study featured the projected profitability of the Intersectoral Innovation Complex of pulp and paper production for 2024–2040. It yielded a project for a pulp and paper plant in the Penza Region, Russia. This PPP project can be used by other light industry enterprises. The project covered the economic, environmental, and institutional aspects of the agreement between the Russian Ministry of Industry and Trade and the Intersectoral Innovation Complex. The funding structure was as follows: 30% government, 70% private sector. It involved risk mitigation mechanisms, contributions to import substitution, and profitability forecasts. The key factors of long-term sustainability included flexible tax conditions and synchronization with major industrial initiatives. The PPP strategy made it possible to achieve technological sovereignty through innovative processing methods and integration into global value chains. The concessionary model provided a balance between the strategic objectives of the state and the commercial logic of businesses, triggering a structural transformation of resource-intensive industries.

Many Russian energy companies, including the PJSC Oil Company “Rosneft”, faced sanctions pressure, which required to upgrade their strategies based on combining traditional mechanisms in the volatile oil market and new long-term strategic principles in emergency periods. Developing a strategy is quite challenging in a changing environment, when the company competitive advantages are under pressure not only due to market factors, but also due to the introduction of sanctions with the aim to limit access to certain markets, primarily European, the introduction of price caps and increased transaction costs. Various sanctions, including the expansion of the SDN and SSI lists, and their impact on the Russian economy are considered. Additional restrictions, for example, connected with climate change and fossil fuel limitations, create additional pressure for oil business and require updating strategies. Nevertheless, the Russian companies and “Rosneft”, in particular, could apply different adaptive strategies, market diversification, reorientation of their exports to new regions through new logistical channels, rely on settlements and investments nominated in national currencies, as well as new innovative financial instruments, strengthening government support to maintain production, and substitute Western technologies with national or alternatives solutions. It is important for “Rosneft” to invest in expanding resources base through exploration of new oil fields, mergers and acquisitions with other companies inside Russia, like the deal with JSOC “Bashneft”, as well as in other friendly countries, to propose new premium products on internal markets. But it is essential to create additional flexibility (options) for production volume for the global market, where the demand is influenced by sanctions. So, the investment activity in emergency and sanction periods should be more agile, supporting an organic growth for internal market and at the same time increasing possibilities to change supply (including decrease) for the international market. The trends analyses, OTSW framework, econometric model to confirm correlation between EBITDA of “Rosneft” with the Global Political Risk Index, oil prices, and other variables, demonstrate that “Rosneft” has an agile strategy, allowing the company to overcome challenges, be flexible and at the same time consistent with its long-term corporate goals.

The National Strategy for the Development of Construction Industry and Communal Services through 2030 provides a methodological and content forecast for this economic sector up to 2035. Strategic planning and strategizing in Russia have maintained their continuity since the 1920s. In fact, strategic planning became part of Soviet economics long before it appeared abroad as an independent science. However, contemporary researchers tent to overlook this fact. As a result, strategizing in Russia is regarded as a new area of economic science with an unformed methodology. This paradox complicates any attempts of objective assessment of new strategies. In this article, The National Strategy for the Development of Construction Industry and Communal Services through 2030 is described from the standpoint of its compliance with the methodology of strategizing, the interests of Russian society, the capabilities of the construction industry, and other important empirical aspects. Professor V. L. Kvint’s approach to strategizing made it possible to reveal such shortcomings as the inadequate structure, vague key elements, poor analysis of some factors that should be inherent to any strategy of this level, etc. The Strategy fails to meet the basic methodological requirements for strategizing in a number of aspects. Apparently, it cannot be applied effectively in the current context of the construction industry, considering the external threats to the national economy.

The shift to the Second-Generation Industrial Society (NIS-2) depends on digitalization and cognitive technologies. It imposes new requirements on companies, education, and regional policy. By developing human potential, regions are able to adapt to the ongoing technological challenges and enhance their competitiveness. The author explored the strategic directions of human potential development in Russia’s regions from the perspectives of NIS-2 and noonomics. The methodology relied on Professor V.L. Kvint’s concept of strategizing, a comparative analysis of international and Russian approaches, statistical analysis, structural content analysis of strategic documents, and elements of institutional analysis of digital inequality and employment transformation. The research revealed a growing shortage of digital and meta-competencies, a gap in employment structures, and limited access to education across regions. While stressing the strategic importance of soft skills and adaptability, the article illustrates the current levels of digital skills, shifts in the competence structure, and lifelong learning projects across regions. Regional workforce ecosystems need digital platforms, competency monitoring, and flexible learning formats. The new strategy for human potential development requires integration into the hierarchy of regional priorities and an effective alignment of local academic, social, and R&D agendas. The proposed approach strengthens regional resilience to external challenges and ensures long-term competitiveness in the knowledge economy.

The authors developed a method to assess the current financial literacy level of Russian households. The method relies on the econometric modeling tools and indicators from the course of basic financial literacy designed by the Central Bank of Russian Federation. The resulting assessment algorithm for financial literacy consists of five stages and three categories of financial literacy with a total score of 0–100. According to the empirical part of this research, the average financial literacy level was medium bordering on high, with occasional households with advanced financial culture. The correlation and regression analysis focused on the effect that the indicators highlighted by the Central Bank of Russian Federation had on the national gross domestic product. As all factors related to saving, investments, mortgage, and insurance grew, so did the gross domestic product. This correlation may indicate an indirect economic stimulus due to the consumption of financial services by Russian households. As stipulated by National Strategy 2030, personal financial strategizing is to shift from improving the average national financial literacy to a new national financial culture. The conceptual assessment algorithm can be used in other countries: it is flexible enough to allow for new indicators and adjustments.