PLANNING STRATEGIC CHANGES IN AN ENTERPRISE AMID UNCERTAINTY: STRATEGIC AND OPERATIONAL ASPECTS

Provisions for ensuring the substantive transformation of the strategic change planning paradigm—shifting from the use of rigid algorithms to the formation of flexible adaptation systems—are substantiated. It is established that under conditions of critical turbulence, traditional methods of extrapolating past experience lose their effectiveness, giving way to dynamic capabilities. The expediency of transitioning from deterministic models to stochastic approaches, where each decision is considered through the prism of alternative scenarios, is proven. The priority of using enterprise resilience and antifragility indicators within the planning system for dynamic changes across strategic and operational aspects is established. The expediency of implementing real-time feedback mechanisms for the automatic correction of strategic priorities is proven. The role of the ethical dimension and reputational capital as stabilizing factors during periods of chaotic environmental changes is substantiated.