MANAGEMENT OF BUSINESS DIGITAL TRANSFORMATION THROUGH THE LENS OF CROSS-FUNCTIONAL INTERACTION

Abstract

Introduction. The contemporary development of the business environment is characterized by the rapid pace of technological change, increasing competition, and the need for continuous renewal of organizational management models. Under such conditions, transformation processes go beyond the implementation of individual digital solutions and acquire a systemic nature. At the same time, insufficient alignment among functional units, fragmentation of managerial decisions, and asymmetry of information flows reduce the effectiveness of organizational change. This necessitates the formation of an integrative approach to managing transformation processes based on cross-functional coordination.

Purpose. The purpose of the study is to provide a theoretical and methodological substantiation of business digital transformation management through the lens of cross-functional interaction, as well as to develop conceptual, analytical, and stage-based models for integrating functional units in the process of implementing organizational change.

Materials and methods. The research is based on the scientific works of domestic and foreign scholars addressing issues of management, organizational development, and digital transformation, as well as analytical publications examining the practical implementation of transformation initiatives in business practice. The study employs methods of theoretical generalization and systematization to develop the conceptual framework; systems analysis to consider the enterprise as an integrated management system; structural and functional modeling to construct the conceptual and stage-based models; logical grouping to identify managerial mechanisms and interaction barriers; and synthesis of results to formulate conclusions.

Results. The study substantiates that the effectiveness of digital transformation depends on the level of integration of strategic, process, technological, and human resource components of management. A conceptual model has been developed in which cross-functional interaction is defined as a system-forming element ensuring coordination of change processes. An analytical matrix of managerial mechanisms and interaction barriers has been formed to diagnose the level of alignment among functional units. A stage-based model for implementing transformation initiatives with an embedded feedback mechanism is proposed, ensuring consistency of managerial actions and organizational adaptability to a dynamic environment.

Discussion. Further research should focus on developing quantitative indicators for assessing the level of integration maturity of enterprises, as well as on empirical testing of the proposed models across different industries, taking into account the specifics of business processes.