ORGANIZATIONAL AND MANAGERIAL MECHANISM FOR THE STRATEGIC DEVELOPMENT OF AGRICULTURAL ENTERPRISES BASED ON DIGITAL INNOVATIONS

Abstract

Introduction. The transformation of agribusiness within the "Industry 4.0" framework necessitates a revision of outdated management paradigms that lose effectiveness under conditions of high uncertainty and information overload. The modern competitiveness of enterprises depends on the rapid integration of intelligent systems and Big Data into strategic management. However, the existing gap between technological progress and the conservatism of organizational structures hinders the diffusion of innovations. This necessitates the development of an adaptive organizational and managerial mechanism capable of aligning digital potential with the strategic sustainability of the enterprise.

Purpose. The aim of the article is to theoretically substantiate and develop a comprehensive model of the organizational and managerial mechanism for the strategic development of agricultural enterprises within the transformation driven by the implementation of digital innovations.

Materials and methods. The research is based on the analysis of scientific works regarding the strategic management of agricultural enterprises in the digital era, the diffusion of innovations, and a systemic view of "digital agriculture". The methodological apparatus of the work is grounded in the application of a systemic approach to the analysis of organizational and managerial structures as complex socio-technical systems. To form the theoretical foundations, general scientific research methods were used, including analysis and synthesis, logical comparison, and theoretical generalization. To formalize the research results, a tabular method was applied to present the proposed management approach.

Results. The organizational and managerial mechanism of the strategic development of an agricultural enterprise is conceptualized as an open system for transforming innovation potential into a competitive advantage. A multi-level structure of the mechanism has been formed, integrating diagnostic (digital maturity assessment), strategic (scenario-based AI modeling), operational (re-engineering and IoT), and control-adaptive (real-time monitoring) blocks. It is proven that the implementation of this mechanism ensures a transition from reactive management to proactive development design. It is substantiated that the critical success factor is the development of human capital and the mastery of competencies by management for working with Big Data and innovative management algorithms.

Discussion. Further scientific research should be directed towards the development of mathematical models to assess the synergetic effect of digital solutions implementation and further automation of management processes. Issues of appropriate financial support for innovation strategies, as well as the development of tools for comprehensive risk assessment at each stage of digital technology implementation, require special attention and detailed study.