Telecommunication Enterprises Research Articles

Management of innovation potential of telecommunication enterprises in conditions of economic instability

Within the framework of this article, an analysis of economic entities of different sizes on the Ukrainian market in conditions of economic instability was carried out, taking into account their innovative activity. The peculiarities of the functioning of enterprises in the field of telecommunications in conditions of economic instability have been determined, and the conceptual bases of their management within the framework of the components of the management system by levels and the support system have been substantiated. On this basis, a mechanism for managing the innovative potential of telecommunications enterprises was developed and its components were described. It is proven that the formation and implementation of the mechanism for managing the innovative potential of communication enterprises within the framework of the proposed management system will affect their activities in accordance with the development goals and the chosen strategy. This will allow the management of telecommunications enterprises to ensure the effectiveness of management decisions, to increase competitive advantages based on innovation and increase their competitive position in conditions of economic instability.

PRINCIPLES OF EFFECTIVE RISK MANAGEMENT IN TELECOMMUNICATIONS ENTERPRISES

The article is devoted to the study of the principles of risk management at telecommunications enterprises. The general principles of management at the enterprise are systematized as a theoretical basis for the principles of risk management. The principles of risk management at the telecommunications enterprise are grouped into three main groups: general (pertain to the management system as a whole); private (refer to individual parts and elements of the management system); regulatory (regulate the order and rules of management of specific types of activities or phenomena (in particular, risks). An analysis of the principles of risk management was made according to international standards, well-known models of global companies and scientists. A system of principles was proposed taking into account the specifics of telecommunications enterprises, which includes general management, general principles of risk management and principles specific to telecommunications enterprises Additional specific principles of risk management at telecommunications enterprises (modularity, multi-criteria assessment, individuality, timeliness, confidentiality, security and secrecy, transparency, maximization (scale) and minimization, proportionality) are defined. The use of the proposed system of principles will contribute to effective risk management at the enterprise.

STRATEGIC CRITERIA FOR ASSESSING THE MANAGEMENT OF TELECOMMUNICATIONS ENTERPRISES IN THE DIGITAL ECONOMY

The relevance of the chosen research topic is due to the insufficient conceptual development of the paradigm of strategic management of telecommunications enterprises in the digital economy. The article reveals the essence of defining and applying strategic criteria for assessing the management of telecommunications enterprises. It is determined that the essence lies in the ability to predict the business situation, prevent the negative impact of internal and external factors, introduce measures to minimize costs, ensure the achievement of the set goals and, above all, obtain a positive financial result of the enterprise's activity - the desired profit. The article argues that the digital economy, which is spreading through active digitalization and is based on the activities of telecommunications enterprises, gives rise to a new type of strategic management and leads to profound changes in how telecommunications enterprises should be organized today and managed in the future. The article describes the current trends that already have a major impact on the organization of telecommunications enterprises and will shape changes in the strategic management of telecommunications enterprises in the near future. These circumstances require further scientific developments on the formation of new approaches to the strategic management of telecommunications enterprises and tools for their implementation based on strategic criteria for assessing the management of telecommunications enterprises in the context of the development of the digital economy. The author's approach to determining the directions of digitalization's impact on the activities of telecommunications enterprises is proposed, which allows to outline the strategic criteria for assessing the management of telecommunications enterprises in the long term. The study allows us to conclude that the strategic management of telecommunication enterprises in the digital economy requires expanded monitoring and analysis of the external environment; enhancing the safety, protection and empowerment of citizens, ensuring freedom of choice on the Internet, continuous improvement and development of telecommunication devices and channels and integration of innovations; supporting participation in the digital public space by creating a digital environment in which interaction between participants takes place through digital services.

FEATURES OF INCOME FORMATION OF TELECOMMUNICATIONS MARKET ORGANIZATIONS

The theoretical and methodological research presented in the scientific paper aims to identify the potential growth of the revenue level of participants in the telecommunications market, and the identification of potential opportunities and threats to ensure their economic security in order to define effective directions for the communications industry development in the long run.As a result of the research, based on the identification of potential business opportunities, given the availability of potential and competence resources, it has been established that small participants in the communication market (operators) are not able to provide the appropriate level and continuity of service, therefore a significant part of customers switches to using the services of large market participants (providers), where the largest percentage of service provision is for wired Internet services.The research was conducted on the materials of national telecommunications enterprises’ activities results. The methodical basis of the research was general and special methods, namely: system analysis - for comprehensive consideration of strategic landmarks of telecommunications enterprises’ activity; generalization and scientific abstraction - to study the level of readiness of enterprises for changes in management in the direction of innovative development; statistical analysis (method of standard deviation), synthesis and comparison - for the study of the domestic telecommunications market, in diagnosing the current state and trends of innovative development of domestic telecommunications enterprises, identifying priority development directions of innovative decisions in the direction of a revenue level formation of participants in the telecommunications market. The main aspect of the results approved that an important and global task today for the telecommunication market development remains the implementation of start-ups for the reorganization, reconstruction, optimization and improvement of telecommunication networks, as a result of which there should be an innovative transition to the use of modern switching equipment in the direction of ensuring the high level of service for several numbering zones at once and maintaining accessibility to a wide range of services, which will make it possible to achieve a high level of profitability in the near future.

Capsuled approach to analysis of the profitability of digitalization of business processes of telecommunications companies in Ukraine

Digital progress fundamentally transforms social reality, changing not only the key principles of social life but also all social institutions and spheres in which social interaction takes place, without neglecting the fundamental basis of the world's existence – the economy. Therefore, the problem of digitalization of the enterprise's business processes in the conditions of the digital economy becomes extremely urgent, given the need for high-quality management of the development of private capital.
 The purpose of the article is a multi-aspect system modeling of the encapsulated approach of the enterprise's business processes to find adequate justified management of flow processes in the conditions of digitalization of the economy. Research methodology – methods of digital analytics, based on the analysis of financial statements of enterprises and mathematical modeling of investment flows, including comparative analysis of indicators of comprehensive diagnostics of the effectiveness of digitalization of telecommunications enterprises. Findings - the key flows of business processes of enterprises are defined: material, innovative-intellectual, information-marketing, financial, the effectiveness of which management consists in the synchronization of flows with the possible assumption of temporary variations in the investment of one or another flow. Modeling made it possible to recognize the dominant flows – financial and innovative-intellectual, which allowed the authors to scientifically substantiate the need for systematic balanced management of the enterprise's business processes depending on the changing external environment, which is forced to transform intensively under the influence of the realities of the digital society. The theoretical constructs applied by the authors using the general and innovative theory of systems, the process approach of managing the quality of flows in combination with an interdisciplinary approach and analytical methodology made it possible to highlight the peculiarities of business processes in the conditions of digitalization as a general complex system that can be effectively managed using modern digital technologies.
 The study of key indicators and analysis of flow management is proposed to be carried out with the help of an encapsulated approach, which provides scientists with the basis for analytical analysis of the effectiveness of business processes at a modern enterprise in the conditions of a digital society. Research limitations – obtaining the analytical dependence of the key flows of the enterprise's business processes is a platform for making management decisions but requires the use of a more modern methodology using digital tools.

Creating Potential of a Telecommunication Enterprise and its Efficiency of Use

The purpose of the article consists in researching the theoretical foundations and practical aspects of formation, diagnosis and efficiency of using the development potential of the telecommunications enterprise «Kyivstar» PJSC and determining the main directions of its improvement. Research methodology. In the process of analysis, a number of scientific research methods were used, in particular such general scientific methods as analysis and synthesis, methods of deduction and induction, systematization and abstraction, as well as specific scientific methods: economic and mathematical analysis, dynamic and comparative analysis, methods of planning, forecasting and modeling . The principles of formation of the potential of a telecommunications enterprise, the role of PJSC «Kyivstar» in the domestic telecommunications market are revealed, the methodology of analysis of the formation of the enterprise’s potential and the efficiency of its use is given, and ways of its improvement are proposed. The scientific novelty of the conducted research consists in identifying and systematizing the main indicators of the efficiency of the development of the enterprise’s potential, which made it possible to evaluate the enterprise at the time of the analysis and to propose ways to increase the efficiency of the use of the potential, and therefore, the activity of PrJSC «Kyivstar» in general. Conclusions. “Kyivstar” PJSC is characterized by: fairly stable level of economic condition, property potential, financial stability and liquidity, high level of business activity and profitability indicators. The company needs to constantly diagnose the current situation and find niches to ensure the development of the company in the highly competitive market of telecommunications services. On the basis of the conducted research, it is proposed to develop the potential of Kyivstar Public Enterprise in certain directions, which will make it possible to achieve an increase in the volume of implementation of mobile communication services by the enterprise, accordingly to improve the financial results of the company’s activities, to increase indicators. Key words: telecommunication enterprises, formation of potential, structure of the potential of a telecommunication enterprise, evaluation indicators, ways of improvement.

DIRECTIONS OF ACTIVATION OF RISK MANAGEMENT OF TELECOMMUNICATIONS ENTERPRISES IN UKRAINE IN MARTIAL LAW AND POST-WAR CONDITIONS

Aim: The aim of the research was to determine the risks of telecommunications enterprises in Ukraine in martial law and post-war conditions. Methods: During the writing of the article, scientific research methods were used – namely: dialectical, analysis and synthesis, generalization and specification, monographic; forecasting and abstraction; systematic; factorial, statistical analysis; the abstract method, methods of system analysis, and a systems approach. Results: The authors analyzed the changes and systematized the specific risks of telecommunications enterprises in the conditions of the Russian-Ukrainian war. The author’s definition of the concept of the “activation of risk management of telecommunications enterprises” was proposed, taking into account the specifics of risks in the field of telecommunications. Conclusions: The article builds a triangle of directions of activation of risk management of telecommunications enterprises, which are interconnected and cover the stages of the risk management process that relate to management functions. Based on the obtained results, recommendations were presented for the risk management mechanism of the telecommunications enterprise.

THE PARADIGM OF STRATEGIC MANAGEMENT OF TELECOMMUNICATIONS ENTERPRISES IN THE DIGITAL ECONOMY

The article is concerned with defining the concept of the paradigm of strategic management of telecommunications enterprises and its adaptation in the digital economy to form a mechanism for the strategic development of enterprise and its efficient functioning. The article emphasises that the modern paradigm of strategic management of telecommunications enterprises is based on a humancentred approach, which is based on the potential of management personnel in accordance with the strategic directions of enterprise development. For telecommunications enterprises that ensure the development and functioning of the digital economy, the management objectives should be: global digitalisation of business and society; adaptation of the enterprise's operation to the consequences of digital transformation; development of corporate digital culture; introduction of modern management methods corresponding to the digitalisation and digitalisation of the social, financial and economic spectrum of society development. The analytical review made it possible to compare the advantages and disadvantages of strategic, situational and process management, which became the basis for the formation of a paradigmatic digital strategy for managing telecommunications enterprises, which involves determining the overall strategy, strategic directions of activity, scenarios for their implementation in accordance with management situations, taking into account management signals from the external and internal environments.The study of modern concepts of strategic management of enterprises has made it possible to determine that most of the paradigmatic directions of strategic management are based on the known approaches to the formation of a synergistic system of strategic, situational, operational and process management to achieve the goals of enterprise development. Focusing on the strategic management of telecommunications enterprises has made it possible to outline the basic paradigms that are practical for determining effective procedures for making strategic management decisions and implementing the strategic management process; allows telecommunications enterprises to form a form of effective management with due regard for digital transformations.

ASSESSMENT OF COMPETITION RISK OF TELECOMMUNICATION ENTERPRISES

The article discloses the essence and features of the risk of competition of telecommunication enterprises. The telecommunications industry is quite developed in Ukraine. There are many enterprises in the telecommunications services market, from large mobile operators to small providers. According to this, the study of the level of competition risk is a rather relevant and important issue for enterprises in this industry. Timely assessment of competition risk will contribute to improving the efficiency and competitiveness of the enterprise. Therefore, continuous monitoring is very important this type of risk for the successful functioning of the enterprise. Competition risk is related to the fact that there are often competing companies in the market, each of which strives to obtain the highest position and consumer rating in it in order to obtain the maximum benefit for itself. Since the market of telecommunication services is quite saturated, we will make an assessment of the risk of competition for the three most powerful telecommunications enterprises. An assessment of the risk of competition for the three most powerful telecommunication enterprises has been carried out. A SWOT analysis of the activities of Ukrtelecom, Kyivsta PJSC and Volia-Cable LLC was carried out. According to the results of the SWOT analysis, for all the surveyed enterprises and for the majority of telecommunication enterprises in general, the main threat is intense competition in the market of telecommunication services in Ukraine, the main measures to overcome which are: increasing market share due to weakening of competitors; vertical diversification; modernization of production facilities; introduction of innovative technologies; improvement of pricing policy; effective advertising campaign With the help of the method of expert assessments, an assessment of the implementation of each of the proposed measures is made and the level of competition risk is assessed. To assess the level of competition in the market of telecommunication services, a method based on the Herfindahl-Hirschman index was used. The market of telecommunication services in Ukraine is not concentrated, i.e. non-monopolized Directions of management of competition risk of telecommunication enterprises are proposed

НАУКОВІ ЗАСАДИ ТА ОСОБЛИВОСТІ КОНТРОЛІНГУ СТРАТЕГІЧНОГО УПРАВЛІННЯ ТЕЛЕКОМУНІКАЦІЙНИМИ ПІДПРИЄМСТВАМИ В УМОВАХ ЦИФРОВОЇ ЕКОНОМІКИ

Today, digital transformations change people's lives, the principles and forms of functioning of enterprises, and also have an impact on all levels of the economy. The formation and development of the digital economy necessitates the processing and transmission of a large flow of data at a high exchange rate. The authors of the article identified the key trends of strategic management of enterprises in the conditions of the digital economy and sharp changes in the external and internal environments of enterprises in these conditions. This necessity is technically and physically ensured thanks to the work of telecommunication enterprises. This situation requires constant monitoring and analysis of the external environment from telecommunication companies. Thus, the development of the digital economy determines the search by telecommunications enterprises for modern tools for identifying risks, analyzing trends, setting benchmarks, preventing adverse phenomena, and finding alternative development options for the enterprise. This becomes possible thanks to the implementation of such an economic tool as strategic management controlling, which is characterized by the use of modern digital technologies and the application of modern accounting and information processing methods. This ensures the company's survival in changing conditions and strengthens the strategic advantages of the telecommunications company and the services it provides and plans to provide in the two-term perspective. The article defines the effectiveness of the strategic management system of a telecommunications enterprise and proposes the implementation of strategic management controlling, which is a new phenomenon in the theory and practice of strategic enterprise management. The functions of the strategic management control group are outlined and the criteria that must be taken into account by enterprise management for business survival and preservation are specified. A model of the interaction of strategic controlling functions and controlling criteria for telecommunications enterprises is proposed. The necessity of using controlling as a strategic management tool, which allows forecasting and identifying risks at enterprises for timely change of strategy or its adjustment in accordance with new threats and opportunities, is emphasized.

THEORETICAL BASIS FOR STRATEGIC MANAGEMENT OF TELECOMMUNICATIONS ENTERPRISES IN THE DIGITAL ECONOMY

The digital economy is based on the activities of telecommunication enterprises, which leads to profound changes in the construction of strategic management of enterprises today so that they can be managed in the future. Telecommunication enterprises need a new theoretical basis for building a modern model of strategic management, which will ensure: formation of a knowledge base, definition of a set of interrelated rules of digitalisation, use of innovative technologies, development of an expert system, implementation of a digital management system to achieve strategic goals in the long term. The article proves that in the context of the development of the digital economy, one of the effects of the strategic management system at an enterprise should be an increase in the level of formalisation of its processes. In turn, this will also ensure the process of digitalisation and the creation of procedures that will allow a telecommunications enterprise to achieve its goals in the best possible way. It is noted that the system of strategic management of telecommunications enterprises in the digital economy allows to form a model of strategic management based on the paradigm of digital strategy, and also includes the values and goals of the enterprise and social responsibility of business. The model of strategic management proposed in the article will help to stabilise the work of telecommunications enterprises in difficult times, introduce digital methods of strategic management, and use artificial intelligence to make and implement strategic management decisions. The theoretical basis of the digital strategy allows for a decomposition of the goals and functions of management subsystems. The decomposition itself is carried out on the principles of transparency and sufficiency, i.e. rational division of management types with their subsequent integration into a single system (composition) of strategic management at all levels of a telecommunications enterprise.

Determining the effect of factors on human resource development in enterprises by quantitative method: The case of telecommunication of Ho Chi Minh City

This article aims to identify the degree of the effect of factors affecting the human resource development in telecommunication of Ho Chi Minh city. The factors identified in the proposed research model include: recruitment, training and career development, working environment and remuneration policy. The article mainly uses quantitative research methods with tools such as exploratory factor analysis (EFA), Confirmatory factor analysis (CFA) as well as Structural equation modeling SEM. The results of CFA confirmatory factor model analysis and SEM linear structure with 500 data show the appropriateness of the research factor model. From that, a number of appropriate policy implications are proposed for human resource development in telecommunication enterprises in Ho Chi Minh City (HCMC).

Капсульований підхід до цифровізації бізнес-процесів підприємства на шляху його інтегративного розвитку

In connection with the development of the digital economy, there is a need to transform approaches to the efficient management of the integrative development of the enterprise. The purpose of writing the article is to model the dependence of the flows and business processes of the enterprise on the inlaid resources and investments and determine the ways of integrative development of the enterprise. The study of the encapsulated approach to the digitalization of business processes of the enterprise on the way of integrative development was carried out with the identification of key flows of business processes of telecommunications enterprises: material, innovation-intellectual, information-marketing, and financial. The study made it possible to identify the dependence of management efficiency along with achievement of a positive result on the synchronization of flows with the possible assumption of a temporary variation in the dynamism of investing a particular flow. The article builds a mathematical model for calculating profitability in the dynamics of investment flows tested according to the data of telecommunication enterprises of Kyivstar PJSC, Vodafone PJSC and lifesell LLC for the period 2018-2021, which made allowed to identify the most influential flows over the years and identify the pattern of change in leadership depending on the influence of environmental factors and internal conditions for organizing the work of the enterprises. The author proposes a map of integration development of flows at telecommunication enterprises and their influence on the formation of performance results, defines vectors of integrative development of telecommunication enterprises. It is concluded that the process of global digitalization, which modern society is experiencing, requires flexible management of business processes of enterprises, changing business models and making timely decisions through the use of modern information technologies.

Діагностика розвитку управління ризиками телекомунікаційних підприємств

The article provides an in-depth diagnosis of the development of risk management of telecommunications enterprises, taking into account the existing level of organization of risk management and the level of the enterprises’ economic stability in the context of digitalization of business processes. Thus, the imperatives for diagnosing the efficiency of risk management development are substantiated; a typology of clusters of telecommunication enterprises has been formed to determine the level of development of risk management; a system of indicators for assessing the level of organization of risk management of telecommunication enterprises and for determining the level of economic stability of the enterprise, taking into account risk factors, is proposed. Based on the proposed scientific-methodological approach, the coefficients of efficiency of risk management development are calculated and the level of efficiency is determined. It is found that the leading telecommunication enterprises of Ukraine, namely, PJSC «Kyivstar», PJSC «VF Ukraine», LLC «lifesell» and PJSC «Ukrtelecom» have a fairly high (above average or average) level of risk management development. The highest level of risk management development and the least «radical» focus of changes in risk management strategy is provided by Kyivstar PJSC. This enterprise has a progressive level of organization of risk management and the highest level of economic stability among the studied enterprises. PJSC «VF Ukraine» (2nd place after PJSC «Kyivstar») and LLC «lifesell» (respectively – 3rd place) have a sufficiently high (on the scale of «above average») level of risk management development. It is determined that at the present stage these enterprises have a standard, with elements of progressive, level of development of risk management and are sufficiently prepared for the use of innovative risk reduction mechanisms.

STRATEGIC VECTOR IN MANAGING INNOVATIVE DEVELOPMENT OF TELECOMMUNICATION ENTERPRISES

The article proposes a comprehensive methodology for managing telecommunications enterprises in accordance with the development management strategy. The study analyzed the state of the service sector in the international market, which includes the activities of telecommunications enterprises. It revealed that the services sector is the fastest growing in the world and makes a greater contribution to global output in contrast to other sectors of the economy. It found that in 2022, the average indicator of the service sector in the world market as a percentage of GDP was more than 53%. The dynamics of development of the service sector in the international communications market in countries such as America, Japan, China and Ukraine analyzed in terms of the dynamics of mobile subscribers per 100 people for the period 2000-2021. Based on the results, it established that during the analyzed period, positive dynamics of mobile subscribers observed in all countries and had an individual development path. Japan and China have a stable development of telecommunications, which characterized by the emergence of new types of high quality. As for Ukraine, during the analyzed period the dynamics of mobile subscribers showed rapid, but not stable growth. It revealed that innovation directly depends on the knowledge and abilities of the subjects of the innovation process, aimed at the sociocultural transformation of a telecommunications enterprise. The decision-making process for introducing a separate innovation into the activities of this enterprise does not take place chaotically, but takes into account its management structure, the level of competence of managers and employees. The stages of strategic management of innovative development of a telecommunications enterprise developed. It recommended understanding the strategic vector of innovative development of these enterprises as a set of measures for the development, implementation, development, production, commercialization and analysis of the effectiveness of innovative solutions.

СТРАТЕГІЧНІ ОРІЄНТИРИ УПРАВЛІННЯ ТЕЛЕКОМУНІКАЦІЙНИМИ ПІДПРИЄМСТВАМИ В УМОВАХ ЦИФРОВОЇ ЕКОНОМІКИ

In this article, we argue that the digital economy, which is spreading through active digitalisation and is based on the activities of telecommunications enterprises, is giving rise to a new type of strategic management and leading to profound changes in how telecommunications enterprises should be organised today to manage in the future. It is noted that the authors are developing a conceptual framework to prepare a methodological approach to the strategic management of telecommunications enterprises based on the application of digital innovations; use of information systems and information and telecommunications technologies; development and implementation of a digital strategy; improvement of management of corporate infrastructure of telecommunications enterprises in a strategic perspective. The author describes the current trends that already have a great impact on the organisation of telecommunications enterprises and will shape changes in the strategic management of telecommunications enterprises in the near future. he author’s own approach to determining the directions of influence of digitalisation on the activities of telecommunications enterprises is proposed. This allows defining strategic guidelines and their impact on strategic management. The study leads to the conclusion that the strategic management of telecommunications enterprises in the digital economy requires expanded monitoring and analysis of the external environment; enhancing the security, protection and empowerment of citizens, ensuring freedom of choice online, continuous improvement and development of telecommunication devices and channels and integration of innovations; support for participation in the digital public space by creating a digital environment in which interaction between participants takes place through digital services; increasing the transparency of customer-oriented processes, and the formation of E2E business. The article emphasises that all of the above should be implemented by telecommunications companies only on the basis of the key strategic guideline for the development of the digital economy, which is to define human rights as an essential element of digital transformation.

ГЛОБАЛЬНІ ТРЕНДИ ІННОВАЦІЙНОГО РОЗВИТКУ ТЕЛЕКОМУНІКАЦІЙНИХ ПІДПРИЄМСТВ

The functioning of a competitive national economy in conditions of global transformations and a turbulent economic environment is made possible by the use of innovations and active innovative activities in all branches of the national economy. The telecommunications industry is characterized by special importance and influence in terms of the formation of vectors of economic activity in the country and the priorities of innovative technological achievements. Ensuring the improvement of the level of competitiveness of telecommunications enterprises on the basis of innovative activity and development, taking into account global trends in the functioning of the world economic space, is becoming important. The article presents the role and significance of innovations and innovative activity in the formation of a competitive national economy and presents the features of the innovative activity of telecommunications enterprises. The economic content of innovations, innovative process, innovative development of enterprises and their role in the activity of telecommunications enterprises under the conditions of increasing global transformations and world economic turbulence are revealed. The specific properties of the innovative development of telecommunications enterprises in the context of the evolution of the intellectual component of social reproduction have been revealed. Indicators of global indices of innovative development of Ukraine were analyzed. Proposed globalization trends of innovative development of telecommunications enterprises in the context of increasing the level of their competitiveness on the basis of innovation. Challenges and threats inherent in the modern world economy require the transformation and improvement of technical, technological, informational processes and business models used in the telecommunications market, as well as contribute to new technological and technical inventions, increasing the level of intellectualization and knowledge-intensive production processes. The functioning of domestic telecommunications enterprises is under the influence of increasing competitiveness in the global telecommunications market and the existing financial, economic and political turbulence in the world. Therefore, ensuring the formation of competitive advantages of telecommunications enterprises on the basis of innovative development, taking into account global trends inherent in the global economic space, becomes important.

MEDIA MANAGEMENT AS AN EFFECTIVE SURROGATE TOOL OF ORGANIZATIONAL CULTURE FOR POST-WAR RECONSTRUCTION OF TELECOMMUNICATIONS ENTERPRISES

The article clarifies the essential attributes of media management, and defines its role as an effective surrogate tool of organizational culture for the post-war reproduction of telecommunications enterprises, outlines the specifics, characteristic features, and key tasks of media management using social media. It is noted that the specificity of media management as an effective surrogate tool of organizational culture for the post-war reproduction of telecommunications enterprises is manifested through: avalanche-like growth of information flows; unpredictability of the media space; the impact of the convergence of digital and traditional communications; speed of introduction of modern digital technologies; changing the conditions of interaction with consumers; intensifying competition; intensive development of social networks and new media; the threat of loss of national identity; strengthening of requirements for the quality of service; generation of media innovations; growth of bureaucratic procedures; growing demand for personalized service; the development of democratization processes, and the tasks of media management for post-war reproduction will be: consolidation and expansion of the target audience; increasing the effectiveness of economic interactions; maximizing the level of loyalty of employees and consumers; constant monitoring of the situation; quick and adequate response to deformations and changes in the economic space. It is substantiated that the dominant factor in the modernization of the organizational culture of telecommunications enterprises is the development of strategic alternatives to media management and the corresponding optimal solutions for the formation of a compositional system on a new value platform, taking into account the competence levels of modern media, which will ensure: achievement of the strategic goal; invariance of organizational compositions, establishment of flexible interactions; interactivity and democratization of communications; expansion of event horizon opportunities, de-hierarchization of organizational design; creativity of management processes; multidimensional effectiveness of media innovations; narrowing the range of obstacles, risks and threats.

HARMONIZATION OF THE INNOVATION POLICY OF TELECOMMUNICATIONS ENTERPRISES IN THE CONDITIONS OF DIGITALIZATION

The article clarifies the essential content, purpose, tasks, components of subsystems, functional elements of the innovative policy of telecommunications enterprises, identifies the features of its harmonization in the conditions of digitalization, outlines the specifics of micro and macro tools of innovation policy, evaluates the innovative policy of telecommunications enterprises, and substantiates the dominant elements of the harmonization of the innovative policy of telecommunications enterprises. enterprises in the conditions of digitalization, which depend on the intensity of the influence of favorable and inhibiting factors and their interrelationship, which in the post-war period will be an effective means of competitive struggle, will contribute to the activation of innovative digital processes, cost reduction, investment attraction, improvement of the image of the enterprise, coverage of new markets, competent leveling innovative risks. In particular, it is emphasized that every enterprise should use the advantages of mastering digital and organizational innovations in the process of strategic changes regarding the harmonization of its innovation policy, and the new format of harmonization of the innovation policy of telecommunications enterprises based on the implementation of digital and organizational innovations provides for the sequence of transition to the selected trajectory of innovative development, which will contribute to increasing the competitiveness of the enterprise depending on the operating environment and taking into account new challenges of the economic space and consumer requests, which will contribute to the activation and acceleration of the pace of innovation processes and will ensure the progressive nature of innovative changes based on the interconnection and interdependence of innovative phenomena and digital processes and the avoidance of contradictions in innovative development, at the same time, the conceptual adapted model of the dominant harmonization of the innovative policy of telecommunications enterprises in the conditions of digitalization should be built taking into account the space of strategizing, its functional and temporal components, providing opportunities for the development of innovative business partnerships, the appropriate integration of innovative potentials, managerial, organizational and digital innovations with the decomposition of information- communication corridors and chains.

The formation of strategic portfolio of the development of risk management in telecommunications enterprises during martial law and post-war conditions

The object of research is the processes of interaction of components of the strategic portfolio of development of telecommunications enterprises, which are subject to the principles of economic security and highlight risk management measures, in terms of overcoming the negative consequences of any changes, conflicts, crises, management problems, and stresses from external influences on the development of telecommunications enterprises. One of the most problematic areas is to determine the actual risks of strategic development of telecommunications enterprises caused by threats and challenges due to the war in Ukraine, which resulted in the destruction of infrastructure, reconstruction works, demining, migration of personnel, reduced solvency of the population, investment risks. This requires an adequate response to preserve positions or minimize destruction. At the same time, an important task is the formation of strategic imperatives for the economic security of telecommunications enterprises. In addition, it is important not only to establish a list of such components, but also to substantiate the principles of ensuring the organisational and managerial stability and competitiveness of the telecommunications enterprise by forming a strategic portfolio for the development of risk management in conditions of instability and uncertainty during martial law and post-war conditions and the dynamism of the external environment. In the course of the study, methods of detailed analysis of the current state of the problem, based on information search and methods of empirical research (observation, comparison) were used. As well as the method of synthesis and structural-genetic method (extraction from a complex phenomenon of such elements that significantly affect the rest of the research object, in the case of sustainable development tools). At the same time different sources of information, databases, secondary sources of information, company websites and analytical reports were used. As well as primary sources - interviews of company representatives. The scientific and practical value of the study lies in the formation of the theoretical and methodological foundations of strategic risk management aimed at avoiding or reducing them and at the same time ensuring the desired level of economic security of the telecommunications enterprise. This will allow clearly building the management process in the risk management system in the long term and ensuring the desired level of economic security of the telecommunications enterprise. This allows a reasonable approach to building a business, contributes to the improvement of strategic plans through the relationship with risk management, namely: – possibility of in-depth goal setting to achieve the ultimate goal; – development of the least risky strategic set and an effective system of performance indicators; – improving the efficiency of risk management; – adaptation to changes in the external and internal environment; – increasing the flexibility of the business model.