FORMATION OF A HIBRID MANAGEMENT MODEL IN A GASTRONOMIC ORGANIZATION

In the context of high environmental turbulence and rapid technological advancement, gastronomic organizations face the imperative of systemic transformation of their business models and operational processes. This article demonstrates that successful implementation of agile strategy in the foodservice industry requires more than piecemeal adoption of digital tools – it demands a comprehensive rethinking of management structure, service culture, and customer engagement. A four-stage transformation model is proposed, encompassing: (1) the creation of a hybrid organizational structure that combines a stable operational core with a dynamic, networked periphery; (2) the development of a personalized customer experience; (3) the adaptation of HR and financial practices to align with project-based logic; an (4) the data-driven optimization of service processes through big analytics. Practical emphasis is placed on balancing leadership and management as a prerequisite for achieving sustainable agility. The findings can serve as a theoretical foundation for further research on the transformation of service-oriented organizations and offer a practical framework for executives in the gastronomic sector seeking to enhance competitiveness in todays dynamic environment.