О создании системы антикризисного управления на предприятии в условиях неопределенности

Abstract

The threat of business interruption is always present and it is believed that the number of crises is increasing. Since the spring of 2020, the world has faced a rare crisis: a previously unknown virus (COVID-19) has been discovered. The situation was harder to handle than traditional crises. The crisis is often viewed as a negative phenomenon, there is a close relationship between crisis and change, which reflects the positive crisis momentum for the successful development of the company. The research objective is to substantiate the need to create an anti-crisis management system at the enterprise by analyzing the typology of modern crises and to highlight new areas of modern business models in order to maintain the sustainability and development of the enterprise. Methods. With the help of trend, comparative and factor analysis, a number of conclusions and generalizations were made. Results. When choosing a crisis strategy, crisis diagnostics helps: the components of crisis management are highlighted, including an analysis of the situation, a crisis headquarters, schemes and algorithms for eliminating problems, directions for restoring the work of the organization, financial indicators, global and point goals, resources for achieving goals, communications. The priority principles for the implementation of anti-crisis measures are formulated: adaptability, synergy, advanced management, prompt response, rationality. On the basis of the studied domestic and foreign experience, crises possible in modern conditions are classified, their essence, causes and response measures are highlighted: financial, technological, personnel, organizational, technogenic. To assess the strength and suitability of the existing system of crisis management, questions for managers' self-questionnaires are formulated. Companies today need to be stable and dynamic. New areas of modern business models are summarized: the transition to fully digital technologies, the development of new business lines, virtual and digital sales models - for example, the virtual experience of consumers in product deve¬lopment and testing, alternative sources of supply for risk management. Conclusion. It is emphasized that dramatic changes are happening too fast for companies to continue with traditional annual strategic planning – it is necessary to move to monthly strategic meetings to review existing portfolios of planned strategic steps and update them as new opportunities arise or external conditions change.