Modeling the project-matrix interaction of the enterprise's production elite

Relevance of the research topic. The relevance of the topic is due to the need to increase the efficiency of enterprise management by forming a project–matrix interaction of the production elite, which ensures optimal coordination, adaptability and effectiveness of production processes in the conditions of modern economic challenges.The purpose of the article. The article studies the modeling of the project–matrix interaction of the production elite of the enterprise. The need to use the project–matrix interaction of the production elite in complex production systems is determined. The use of a systems approach in modeling organizational processes is emphasized. Research objectives. The sequence of stages for building a project–matrix structure is proposed. The key component of the project–matrix interaction in the baking industry is determined. A project–matrix model of the interaction of the production elite is developed based on its four components: cognitive, motivational, communicative and organizational – in the format of a dynamic management system. The structure of groups of management elites is determined. A matrix of coordination of actions of managerial elites in the areas of sustainable development is proposed, which reflects an integrated model of joint activities and configuration of responsibility, and key project initiatives are identified, which are implemented through cross–functional project teams.Research methods. The study uses a set of methods that provides a systematic analysis of management processes and the integration of sustainable development principles into the activities of a bakery enterprise. The main method is project–matrix modeling, which allows structuring the interaction of production, management and social–innovative elites, forming cross–functional teams and integrating economic, environmental and social development directions. Conceptual modeling provided the construction of a matrix of responsibility and key initiatives, which allows visualizing inter–elite connections and increasing cognitive–communicative synergy. Conclusions. Prospects for further scientific research should be aimed at quantitatively assessing management potential and determining key performance indicators (KPIs) for each area of activity, which will allow for systematic monitoring of the implementation of sustainable development goals and ESG–oriented management principles.