Abstract
The author's method of identifying the organization as exponential and defining problems that are of strategic importance for its activity has been presented in the article. In general, exponential organizations can be defined as having business experience or resulting from reorganization processes, characterized by a high degree of updating of strategic guidelines (organizational methods and structure, management strategies, employees, scientific ideas, production technologies, products), has big numbers (sales, revenue, RD know when you can take significant risks; transform yourself into a platform company; create an industry ecosystem, Curb competitors). It is hypothesized that the strategic problem of exponential organizations is fragility - balancing on the brink of high profits and high risks as a result of the vulnerability to ultra-fast devaluation of ideas, products, information and activities of extremely vigilant competitors, which are also developing along an exponential trajectory. Fragility counteracts, above all, the leader of a company that, recognizing key events, effectively builds business strategy and tactics, pursues a scaling philosophy to ensure big numbers and tangible impact of the company on the global community as a sign of its success.
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