MANAGEMENT OF SCALING STRATEGIC CHANGES IN THE IMPLEMENTATION OF IT DIGITAL TRANSFORMATION PROJECTS UNDER CRISIS CONDITIONS OF INCREASING UNCERTAINTY AND ENVIRONMENTAL RISKS FOR SHARED VALUE CREATION

Анотація

It is substantiated that under the conditions of the contemporary digital economy and macroeconomic instability, scaling should not be limited solely to aggressive quantitative growth. Particular attention is focused on the IT sector as a driver of innovative development facing challenges such as reduced demand for outsourcing services and the necessity for capital relocation. The conceptual distinction between the processes of quantitative growth and qualitative business scaling is highlighted. Scaling is defined as a process of enhancing an organization’s capability to create and deliver value through the optimization of internal processes. The characteristics of basic scaling models are delineated: aggressive (integration, diversification) and non-aggressive (concentration, specialization). It is substantiated that scaling within the contemporary digital paradigm is not merely an increase in operational volume, but a strategic process of augmenting an organization's capacity to create, deliver, and retain value while maintaining or enhancing efficiency. The application of the Creating Shared Value (CSV) concept is proposed as a fundamental benchmark for scaling strategic changes. It is demonstrated that under crisis conditions, a strategy of specialization and focus on unique domains of expertise becomes a catalyst for growth, enabling companies to avoid the "cheap scaling" trap and transition toward developing complex, high-added-value technological solutions. The provisions for developing a mechanism for managing the scaling of strategic changes, grounded in the theory of dynamic capabilities, are substantiated. The proposed approach is based on the principles of "agilization" and "lean," which facilitate the minimization of bureaucratic resistance during project scaling. Particular emphasis is placed on human capital management as a critical resource: the necessity of transitioning to a high-trust culture and decentralization of decision-making is justified, which is essential for the implementation of digital transformation projects under conditions of limited control and remote work.

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