Digitalisation of state companies

Abstract

The article analyzes the legal acts that regulate public relations regarding the digital transformation of tate corporations and companies with state participation. The economic and managerial directions of reform of the highest priority are established. The article describes the goals of the digital transformation of a state-owned company, including: creating a target business model, a system of goals and key performance indicators of digital transformation, and determining a digital transformation strategy. Special attention is paid to the development and implementation of initiatives for the implementation of digital infrastructure; the development of digital solutions providers; organizational activities within the framework of digital transformation; measures for programmed import substitution; and measures to ensure information security within the framework of digital transformation. Considering independent directions the digital transformation of state-owned companies can take, one such is the improvement of the “quality” of the staff and the formation of a culture of digital transformation. The article highlights such areas of work as: the creation of a model of digital competencies and the staffing of digital transformation within a state company; an assessment of the need for employees with special competence; teaching digital skills; the development of employees’ digital competencies within a state company; digital workforce management; and planning and holding an event to develop digital culture and the information security culture of a state company. In conclusion, it is determined that the proposed areas of the digitalization of state-owned companies are universal. It is suggested that these recommendations be used in relation to other organizations (primarily private).