Change Management Theory Research Articles

Successful Implementation of Aeronautical Information Management: Does Change Management and Organizational Culture Matter? Evidence from Kenya

The study aimed to explore how change management and organizational culture influence the successful implementation of AIM within the Kenya Civil Aviation Authority (KCAA). It was guided by two key theoretical frameworks: Kurt Lewin’s change management theory and systems theory. An explanatory research design was utilized to achieve the research objectives. The study focused on a population of 1,630 individuals directly involved in AIM implementation at KCAA. A sample of 310 respondents was selected using a stratified random sampling technique, with the sample size determined using Krejcie and Morgan's table. Bivariate correlation and multiple linear regression analyses were employed to investigate the relationships between change management, organizational culture, and AIM implementation. The findings indicated that both change management and organizational culture have a significant positive impact on the successful implementation of AIM within KCAA. The study concludes that promoting a collaborative and innovative culture alongside dynamic change management is crucial for enhancing AIM implementation. It recommends that aeronautical organizations prioritize these aspects to improve AIM implementation and contribute to the long-term sustainability of the aviation industry.

Influence of Corporate Culture on the Implementation of Change Initiatives in Kirinyaga County Government, Kenya

This research aimed to examine influence of corporate culture on the implementation of change initiatives in Kirinyaga County Government, Kenya. The investigation used the Kanter Theory of Change Management and Resource-Based Theory. The study adopted a descriptive survey methodology and specifically targeted a cohort of 213 individuals who were engaged in the administrative sector of Kirinyaga County. The sample size was obtained by the use of stratified random sampling, and the appropriate sample size was computed using the Yamane formula. Therefore, the study sample size was 139 respondents The investigating methods used questionnaire. The data were collected by use of questionnaires and examined using version 26.0 of the Statistical Package for the Social Sciences (SPSS) software. The descriptive statistical analysis included the computation of percentages, frequencies, measures of central tendency, and measures of dispersion. The research used inferential statistical analysis, namely correlation and multiple regressions, to ascertain the magnitude and orientation of the relationship between the variables under investigation. The analysis was performed with a 95% confidence level. The findings demonstrated a robust and statistically significant correlation between the corporate culture and the implementation of change initiatives in the Kirinyaga County Government, Kenya. R-Squared is a statistical metric that estimates the proportion of variability in the dependent variable that can be explained by the independent variables. The study revealed that the R-squared value was 0.572, suggesting that the corporate culture, can explain 57.2% of the variability in the implementation of change initiatives in the Kirinyaga County Government, Kenya. The study highlights the need of fostering a more inclusive decision-making process by increasing engagement at lower levels of hierarchy within the firm. The research recommends that county officials should prioritize and improve communication by consistently and transparently explaining the reasons for change initiatives to all employees. The paper proposes conducting a comparative research to examine the effects of different leadership styles and change management tactics used in the county administration.

Applying Change Management Theory in Schools to Meet the Requirements of Educational Innovation and Training in Vietnam

The application of change management theory to the management of teaching and learning activities in schools in Vietnam in recent years has attracted much attention, but this theory has not been systematically and clearly defined. The purpose of this article is to establish a theory of change management in schools to apply to school management in the context of education and training innovation in Vietnam today. Based on the approach of the Theory of Change, the article builds a system of theoretical issues on change management in schools. The research aims to establish directional criteria on change management capacity, requirements for change management, and methods of practicing change management. The research results provide a systematic approach to change management in schools that is suitable for the requirements of current education innovation in Vietnam.

Changing institutional culture to change student outcomes: Grant funding, change management, and student success at small institutions

AbstractThrough the lens of change management theory, this article focuses on transforming institutional culture at small institutions through grant opportunities. Federal discretionary grants, such as the Department of Education's Title III, Strengthening Institution Program (SIP), provide financial resources for new initiatives to improve student outcomes. Cultural shifts can be challenging at small institutions, where deep traditions and institutional inertia can create barriers to positive change. Initiative fatigue also can emerge, as staff and faculty carry multiple roles with limited resources while balancing increased grant reporting and recordkeeping requirements. Through an iterative assessment process resourced with grant funding, transformational cultural shifts can be leveraged while meeting grant objectives and establishing lasting change that will strengthen the institution and produce stronger student outcomes.

Navigating organizational change through a processual perspective on the transition toward the circular economy: Save The Duck case study

PurposeBy rooting our study in Lewin’s change management theory, we conduct an in-depth case study of a medium-sized fashion firm transitioning toward a CE. Through adopting a multi-level and processual perspective, we offer empirical evidence of the change process and elucidate the drivers and resistance to change factors.Design/methodology/approachWe opt for a single in-depth longitudinal case study of a fashion firm that was born with a sustainable business model and that is in transition toward the CE. We involve multiple informants, and we adopt a processual approach to uncover the drivers and resistance to change factors at different organizational levels (i.e. top and middle management and operational levels).FindingsOur findings enable us to highlight novel key drivers and resistance factors at the organizational level. Regarding the former, we reveal the involvement of top and middle management in the decision-making process and the recruitment of young people. For the resistance factors, we identify adaptation to structural change, reluctant mindset, internal divergence of ideas, and commitment of all organizational levels to the CE.Research limitations/implicationsThe paper presents some limitations. First, our research is based on a single in-depth case study, which, while allowing for rich, detailed exploration, inherently limits the statistical generalizability of our findings. Focusing just on one organization located in a specific industry and geographical context means that our results may not be directly applicable to all organizational settings. Firms belonging to other industries would probably show different patterns of change due to industry-specific drivers and barriers. Also, the institutional and geographical contexts of our case study inevitably influence the cognitive and cultural aspects of the drivers and barriers we identified. Then, our research provides a processual yet not longitudinal view of OCCE, thus not fully capturing the long-term dynamics of the phenomenon.Practical implicationsOur findings underscore the critical role of visionary leadership, particularly stemming from the CEO, in driving CE transition. Leaders should articulate a clear vision for sustainability, foster a culture of experimentation and actively identify opportunities for CE implementation. Moreover, our results suggest that organizational culture plays a fundamental role in supporting CE transition. Creating a dedicated sustainability team to coordinate CE initiatives and counter the internal resistance, fostering the engagement of all organizational levels in CE initiatives, developing training programs to enhance CE knowledge and skills throughout the organization and recruiting young talents are some of the key recommendations we posit to firms aiming to start the process of CE transition.Originality/valueThis paper contributes to the emerging literature on “Organizational Change toward a Circular Economy” (OCCE) by providing a processual analysis of organizational change toward the CE. Through an in-depth exploratory study of a fashion firm in transition toward the CE, we were able to identify drivers and resistance factors and to offer a visual map of our findings to graphically show the change toward the CE and the drivers and resistance to change factors that have thus far been under-investigated from an organizational level (Graessler et al., 2024).

Financial Technology Service Companies' Innovation Change Management and Leadership-Driven Organizational Adaptability

In the context of rapid development in financial technology, financial technology service companies face unprecedented changes and challenges. This paper explores how these companies can drive organizational adaptability through innovative change management and leadership to enhance their market competitiveness. First, the paper defines financial technology and its development trends, provides an overview of core theories of change management, and analyzes the impact of change management on organizational performance. Next, it discusses the implementation framework for organizational adaptability, highlights challenges encountered during the adaptation process, and proposes corresponding solution strategies, along with methods to optimize adaptive strategies. Finally, the paper examines the organizational capabilities required for sustained change and innovation, particularly focusing on management models for continuous change and the enhancement of organizational capabilities driven by innovation. Through systematic analysis and strategic recommendations, this paper aims to provide effective frameworks for change management and leadership-driven adaptability strategies for financial technology service companies to navigate an ever-changing market environment.

Moving from crisis response to a learning health system: Experiences from an Australian regional primary care network

AbstractIntroductionThe COVID‐19 pandemic challenged primary care to rapidly innovate. In response, the Western Victorian Primary Health Network (WVPHN) developed a COVID‐19 online Community of Practice comprising general practitioners (GPs), practice nurses, pharmacists, aged care and disability workers, health administrators, public health experts, medical specialists, and consumers. This Experience Report describes our progress toward a durable organizational learning health system (LHS) model through the COVID‐19 pandemic crisis and beyond.MethodsIn March 2020, we commenced weekly Community of Practice sessions, adopting the Project ECHO (Extension of Community Health Outcomes) model for a virtual information‐sharing network that aims to bring clinicians together to develop collective knowledge. Our work was underpinned by the LHS framework proposed by Menear et al. and aligned with Kotter's eight‐step change model.ResultsThere were four key phases in the development of our LHS: build a Community of Practice; facilitate iterative change; develop supportive organizational infrastructure; and establish a sustainable, ongoing LHS. In total, the Community of Practice supported 83 unique COVID‐19 ECHO sessions involving 3192 h of clinician participation and over 10 000 h of organizational commitment. Six larger sessions were run between March 2020 and September 2022 with 3192 attendances. New models of care and care pathways were codeveloped in sessions and network leaders contributed to the development of guidelines and policy advice. These innovations enabled WVPHN to lead the Australian state of Victoria on rates of COVID vaccine uptake and GP antiviral prescribing.ConclusionThe COVID‐19 pandemic created a sense of urgency that helped stimulate a regional primary care‐based Community of Practice and LHS. A robust theoretical framework and established change management theory supported the purposeful implementation of our LHS. Reflection on challenges and successes may provide insights to support the implementation of LHS models in other primary care settings.

Post-acquisition transformation challenges: how did the change in ownership affect Soni Manipal Hospital, Jaipur, in the early years?

Subject area of the teaching case MBA. Student level and proposed courses the teaching case can be used on Master’s level in Change Management, Organizational Leadership and Human Resource Management. A brief overview of the teaching case Mr Sharma, the dynamic and entrepreneurial Chief Executive Officer (CEO) of the newly formed Soni Manipal Hospital (SMH), Jaipur, and Unit Head, Manipal Hospitals [Manipal Health Enterprises Pvt Ltd. (MHEPL)], in a meeting with SMH’s Head of Human Resources and the Head of the Nursing Management, Mr Yaduvanshi realised the exponential growth of employee resistance, their lack of skills and technological advancements for documentation hindering the hospital's transformation goal. The case study highlighted the challenges the protagonist faced when taking charge as the CEO after nine months of acquisition and the factors contributing to them. Expected learning outcomes Students reading this case are expected to understand leadership theories, strategic and quality management approaches, and theories of social behaviour, such as Herzberg’s two-factor theory and social exchange theory (SET) and the application of these concepts in acquired organisations to develop healthy leadership–employee relations and change management theories. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.

Toward a roadmap for sustainable lean adoption in hospitals: a Delphi study

BackgroundThe benefits of lean adoption in healthcare include improved process efficiency and quality of patient care. However, research indicates that lean implementation in healthcare, and specifically hospitals, is often not sustained. Furthermore, there is a need for maturity models that guide lean implementation, specifically in hospitals. This study develops a prescriptive maturity model named the Sustaining of Lean Adoption in Hospitals Roadmap (SOLAR) that acts as a practical guideline for the sustainable adoption of lean in hospitals.MethodsThe SOLAR has three theoretical foundations, namely lean implementation success factors in hospitals, implementation science, and change management theory. A systematic literature review was conducted to determine the lean implementation success factors in hospitals as the first building block. Secondly, practices from implementation science were used to create the action items in the SOLAR. Ten change steps were elicited from change management theory as the third theoretical building block of the roadmap. We refined the roadmap through three Delphi rounds that verified its useability in hospitals.ResultsThe final SOLAR consists of four maturity phases (prepare, plan, experiment and learn, and sustain) and includes action items for each phase related to the hospital’s strategy, resources, engaging of people, and culture. The action items and change management steps shown in the SOLAR are not intended as an exhaustive list but provide guidelines on aspects hospitals must consider when they aim to adopt lean sustainably.ConclusionsThe strong theoretical base of the SOLAR enables hospitals to safely experiment and learn which implementation methods are best suited to their unique environment. The SOLAR is, therefore, an actionable guideline that informs both academics and practitioners involved in lean adoption in hospitals. This roadmap can guide future retrospective longitudinal or action research.

Adapting to the Challenges of COVID-19: A Case Study of Premier Mental Therapy

Abstract Business environment adaptation is crucial to market longevity and sustainability. The COVID-19 pandemic catalyzed a global paradigm shift in remote services which led to technology and service innovations that impacted organizations, leaders, and employees. The resulting impacts have required organizational leaders to consider new market entry strategies, employees to consider new processes and procedures, and both to learn new technologies and capabilities. This case study examines and provides recommendations to Premier Mental Therapy with a focus on leadership, organizational, change management, and strategy theories to mitigate risks to mental health services resulting from the COVID-19 pandemic and increase sustainability and revenue. Marketing and networking strategies are introduced as tools to lower barriers to entry into technology driven healthcare markets. RACI charts are recommended for roles and responsibilities definition, and balanced scorecard is recommended for performance measurement and awareness. These recommendations combine to provide a future business model for sustainable operations.

FOREIGN EXPERIENCE IN IMPLEMENTING QUALITY MANAGEMENT SYSTEMS IN THE PROVISION OF MUNICIPAL SERVICES

The article examines modern models of quality of local self-government bodies' activities aimed at improving the quality of municipal services: TQM schools; standardized models of management systems; models of organizational excellence; models of diagnostic self-assessment and other models aimed at achieving high quality of municipal services. It is established that the introduction of a quality management system in the activities of local self-government bodies, created in accordance with the international standards of the ISO 9000 series, is one of the most effective methods of increasing the efficiency of local self-government bodies, improving the quality of municipal services, and identifying the needs and interests of residents of the territorial community. The results of the study of best practices in the implementation of municipal service quality management systems in the partner cities of the UNDP Municipal Governance and Sustainable Development Program project are analysed. Attention is drawn to such quality assessment methods as the Balanced Scorecard (BSC); the Theory of «Learning Organizations»; Knowledge Management; the Theory and practice of Change Management; and Benchmarking Technology. The study of the peculiarities of municipal service provision suggests that it is necessary to revise the principles of selection of municipal employees who perform the functions of providing services to citizens, in addition to professional qualities, to pay attention to personal qualities, since close contact with consumers implies the influence of the human factor on service activities; it is necessary to establish public control over the provision of municipal services and ensure feedback between the subjects of municipal service provision and consumers, creation of channels for systematic submission of complaints and suggestions; delegation of customer service powers to private entities while maintaining the control functions of public authorities; implementing artificial intelligence technologies to further improve the quality of municipal services.

Conceptualisation of the SHIFT–SHARE: A New Strategic Healthcare Implementation Framework for Task Shifting, Sharing and Resource Enhancement

Healthcare systems challenged by chronic workforce shortages use task shifting and task sharing as tools to transfer certain services from providers with a high skill base to providers typically with fewer skills or qualifications. The World Health Organization’s global guidelines on task shifting advised countries to develop regulatory and implementation frameworks to expand task shifting for urgent public health issues. These frameworks direct, structure and support interventions by considering various factors that may affect their success. This paper outlines the process undertaken to develop a new implementation framework for task shifting and sharing, called the SHIFT-SHARE. We describe the framework and discuss our next steps to validate and refine it. SHIFT-SHARE draws on change management theories, particularly those of Lewin and Kotter, along with Lean Thinking and Diffusion of Innovation theory. It is further complemented by theoretical constructs of popular implementation frameworks, such as the Practical, Robust Implementation and Sustainability Model, Consolidated Framework for Implementation Research, Calderdale Framework and others. SHIFT-SHARE has six cyclical stages, namely (1) Environmental Scanning, (2) Priming, (3) Risk Signal, (4) Capacity Building, (5) Monitoring and Evaluation, and (6) Maintenance and Diffusion. Clinical safety, patient-centredness, ethical considerations and stakeholder feedback underpin every stage of SHIFT-SHARE. Following further development and refinement, our hope is that this framework can be used as a strategic planning tool to systematically redistribute tasks between different cadres of care providers, optimise resource usage, improve care access and quality, and introduce stability in service provision.

Adapting of Mental Healthcare Facilities to the COVID-19 Challenges

The healthcare sector is one of the largest in the US economy (generating about 18% of GDP). It is the main employer of American workers. Unfortunately, it has been one of those most affected by the COVID-19 pandemic, as certain medical services had to be suspended under strict quarantine (at least 150 hospitals in the US were forced to send employees on leave or dismiss them, primary care practices reported a 70% decrease in the number of patients). The purpose of the article is to analyse challenges in the US healthcare sector during COVID-19 and to justify ways to overcome these challenges (on the example of the Life Chance Mental Health Medical Group, a leading provider of mental health services in the US with a strong regional network, established good reputation and a wide and loyal customer base). The case of this company was chosen in this context based on the fact that, as the SWOT analysis in the article showed, during the COVID-19 pandemic, the greatest vulnerabilities of medical institutions in the mental health sector are related to the quality of basic services (face-to-face therapy sessions). That is significantly reduced if provided online. In order to operate effectively even during epidemics and pandemics, companies in this specific area should expand partnerships with telemedicine platforms, transform their product portfolio, and ensure that their doctors’ qualification profiles meet the requirements of remote therapy. The article analyses the mechanisms for overcoming pandemic challenges in mental healthcare facilities using the postulates of transformational leadership theory, change management theory, theory of constraints, and organisational culture theory.

Addressing High Nursing Turnover: Analysis of Theoretical Concepts and Case Study

The article contains a systematic review of the scientific literature on the nurse turnover problem. It is analysed from two perspectives. Firstly, the topic of employees is discussed (increased workload, inconsistency of salary with the amount of work performed, standards for the number of patients assigned to one nurse, job dissatisfaction, limited opportunities for career growth and professional development, professional burnout, unregulated rest time between shifts, etc.). Secondly, medical institution is described (shortage of medical staff leads to a decrease in patient satisfaction, loss of care quality, increased waiting time for services, review of safety and patient care protocols, reduction in the number of patients who can receive medical care or consultation, which causes a decrease in hospital revenue, hinders organisational growth, raises the cost of additional recruitment, leads to medical errors that turn into lawsuits in future, etc.). In addition to personal and financial reasons, the medical staff turnover is often caused by purely organisational imbalances (in particular, the lack of a teamwork atmosphere in the hospital, an ineffective leadership model, an imperfect and stressful working environment, poor working conditions, poor relations between doctors and nurses, etc.). The article represents mechanisms for applying provisions of a number of theories and models to address the nurse turnover problem. Among examples, there are leadership models – the contingency theory (concepts of adaptation, equivalence, effectiveness and congruence), the organisational culture theory like Hofstede’s corporate culture theory (concepts of power distance, uncertainty avoidance, male / female values, collectivism / individualism, long-term / short-term orientation, indulgence / restraint), the change management theory like the Plan-Do-Study-Act cycle theory. Tenet Healthcare, Inc. was selected as a case study. One of the well-known and largest healthcare organisations in the United States, it has been experiencing significant problems with the nurse turnover since 2006, which is currently over 50% and higher than the industry average. Given the size of this organisation and its leading position in the US healthcare market, this problem poses a significant threat to the market as a whole, and Tenet Healthcare, Inc. is in immediate need of a comprehensive plan to address it.

Experiences of Teachers Implementing the Standards-Based Curriculum in La-Nkwantanang, Ghana: Should the Experiences be Overlooked?

Abstract Pre-tertiary teachers in La-Nkwantanang, Ghana, have raised concerns about how the lack of training, consensus, and resources affect the implementation of a standards-based curriculum. This study employed Knoster’s (1991) change management theory to evaluate teachers’ concerns about the implementation of the Ghanaian curriculum. Few studies have examined teachers’ concerns in Ghana (Apau 2021). This qualitative study used a descriptive phenomenological design. La-Nkwantanang is a municipality in Accra, Ghana. The participants included a circuit supervisor, a head teacher, and seven teachers. Interviews, document analysis, and observations were used to collect data. The findings affirmed that when there is a lack of consultation, training, and resources, teachers have challenging experiences that can affect curriculum implementation. Teachers recommended for curriculum evaluation, retraining, narrowing the curriculum, parental involvement, and provision of resources. The results revealed that the Knoster (1991) model is effective for evaluating teachers’ concerns, and such concerns should not be overlooked.

Effective Change Management Strategies: Lessons Learned from Successful Organizational Transformations

The current study aims to identify strategies for effective change management in organizations by taking the mixed method approach that includes qualitative and comparative case studies as well as quantitative survey measures. These include the fundamental definition of the aspects of leadership effectiveness, communication, and engagement, as well as an agile organizational culture. It also revealed that Leadership was imperative in advancing change and that Participation and Communications were vital in overcoming hostility. Culture change practiced through organizational adaptation further contributed to the sustainability of change. For all three relationships, both regression analysis and structural equation modeling provided these results. The findings from this study will enable practitioners to benefit from recommendations based on the findings while theory advancement is guided by recommended change management theory areas for further research.

COVID-19 induced changes to news gathering and news production: Practical experiences from five Ghanaian newsrooms

This study, grounded in Kurt Lewin’s theory of change management, investigates how the COVID-19 pandemic influenced change in the news gathering and news production process in five newsrooms in Ghana. Through semi-structured in-depth interviews, our study proves that the social restrictions that were introduced due to the COVID-19 pandemic forced Ghanaian newsrooms to introduce certain measures, including work-from-home policies, a strategy that had never been explored prior to the pandemic. Our study further reveals that, whereas male journalists were usually given tasks that were considered dangerous, such as reporting from the morgue and intensive care units of hospitals, female journalists were usually assigned news conferences and tasked to conduct interviews with various stakeholders, a gender perspective to news gathering during the pandemic which has never been reported. Based on these and other findings, we argue that the COVID-19 pandemic did indeed drive change in how journalists gather and produce news.

Cultivating a culture of safety and innovation in the FMCG sector through leadership and organizational change

This paper examines the role of leadership and organizational change in shaping such a culture within FMCG companies. Drawing upon insights from organizational psychology, change management, and leadership theories, the paper explores strategies for creating an environment that prioritizes safety, encourages innovation, and fosters continuous improvement. Key themes include the importance of leadership commitment to safety and innovation, the need for clear communication and transparency, and the value of employee empowerment and engagement. Additionally, the paper discusses the role of organizational structures, systems, and processes in supporting a culture of safety and innovation. Through case studies and real-world examples, the paper highlights best practices and practical strategies for FMCG companies looking to cultivate a culture of safety and innovation. Cultivating a culture of safety and innovation within the fast-moving consumer goods (FMCG) sector is crucial for fostering resilience, driving growth, and ensuring long-term success These include fostering a learning mindset, promoting collaboration and knowledge sharing, and leveraging technology to enhance safety practices and drive innovation. Ultimately, the paper argues that cultivating a culture of safety and innovation requires a holistic approach that involves leadership commitment, organizational change, and active engagement from employees at all levels. By prioritizing safety and innovation, FMCG companies can not only mitigate risks and ensure compliance but also drive creativity, improve operational efficiency, and maintain a competitive edge in today's rapidly evolving marketplace. Keywords: FMCG Sector, Safety Culture, Organizational Change, Technology Integration, Employee Engagement, Innovation.

The barriers and facilitators to the design and delivery of sustainable healthcare across NHS Scotland: A forcefield analysis

Healthcare systems around the world have set ambitious targets to design and deliver more environmentally sustainable healthcare. To achieve these targets, individuals, teams, organisations, and whole systems will have to change current attitudes, practices and processes. Change management theory advocates for early identification of the influencing forces to change, so that actions can be taken to overcome the barriers and strengthen the facilitators to increase the likelihood of success. This project undertook a forcefield analysis exercise to identify the barriers and facilitators to the design and delivery of sustainable healthcare in Scotland. The exercise identified 12 facilitators and 12 barriers to sustainable change and formulated ten recommendations to strengthen the former and overcome the latter. It is hoped that the results will raise awareness of the factors that influence the design and delivery of sustainable healthcare and will inform what actions can be taken to increase the likelihood of success.

On the Discourse on the Development of the Theory of Change Management in the Context of the Mobilization Orientation of the Economy

A critical analysis of the scientific views of various scientists and researchers in relation to the categorical apparatus of the theory of change management is carried out, which makes it possible to form an integration approach to transformations in the developing socio-economic system in the vector of marketing and behavioral adaptation of business and government to turbulent challenges of various types and the requirements of the mobilization orientation of the economy. Within the framework of the discourse on the interpretation of essential paradigmatic aspects in the field of development of the theory of change management in the economy, it is stated that it is necessary to strengthen the influence of state influences on the ongoing changes of a transformative nature (innovative, modernization, restructuring and others), which should be accompanied by strengthening the moral and value potential in society, activation of the motivational dominant for the growth of social well-being in as well as strengthening the confidence of societies in the ongoing changes at all stages of the mobilization transformation of the socio-economic system as a whole. The importance of the moral and value potential of human resources is argued, which, on the one hand, should be a key element of the integration approach to managing changes in the business sector and in the socio-economic system as a whole, and on the other hand, should be a trigger in increasing the pace and quality of transformations in the country aimed at gaining economic and technological sovereignty.