Management of Modern Enterprise Development: Digital

Competence Formation within the Context of Crisis Management

Matukova Наnna

, Bahashova Natalia

, Matukova-Yaryha Daria

, Korovina Olena

and Oleksandr Olesnevych

National Medical University named after O.O. Bohomolets, Kyiv, Ukraine

State University Economics of Technology, Kryvyi Rih, Ukraine

Kryvorizkyi derzhavnyi pedahohichnyi universytet, Kryvyi Rih, Ukraine

Keywords: Enterprise, Strategy, Crisis Management, Strategic Management, Modern Conditions, Digital Competence.

Abstract: The article suggests financial control principles for crisis management (implementation of the anti-crisis

development strategy) including compliance of the selected strategy with parameters of the internal and

external environment, compliance of the organizational structure with parameters of the internal and external

environment; the optimal structure of property and liabilities; the optimal income-expenses ratio; the optimal

cash inflows-outflows ratio. It is proven that the anti-crisis strategy can only be applicable to a particular

enterprise as there is no universal strategic crisis management. It is ascertained that each enterprise has its

own features of the management structure and a financial mechanism of its provision, so strategy formation

is specific and depends on the enterprise’s position on the market, dynamics of its development and potential,

competitors’ behavior, characteristics of manufactured products (provision of services), the state of the

country's economy, the business environment and many other factors. The necessity and ways of digital

competence formation in the conditions of crisis management are determined.

1 INTRODUCTION

Today, intensification of world globalization

processes and the economic recession have

influenced basic economic factors of the external

environment on activities of national enterprises.

A new paradigm of enterprise development

management is gaining significance. The paradigm is

different from the classical one in recognition of

uncertainty, transition from the wish for stability to

flexibility, provision of long-term efficiency of

activities using not only quantitative, but also

qualitative indicators in the in-depth study of their

causes.

There arises an urgent need to reassess the

structure and the content of the enterprise

development mechanism and adapt its elements to

current economic conditions. Considering this, the

https://orcid.org/0000-0001-5680-0451

https://orcid.org/0000-0002-5242-1224

https://orcid.org/0000-0001-7217-8658

https://orcid.org/0000-0002-3030-5484

https://orcid.org/0000-0001-7076-0679

environmental security problem should be solved by

involving individual industrial enterprises that are to

be considered as an initial stage of green production

which envisages constant recreation of scientific

ideas, information materials, technical means and

engineering solutions to provide a mechanism of

efficient resource use and green production

conditions. Nowadays, it is of primary importance to

develop innovative technological processes that

could provide the foundation for waste-free green

production with high engineering and economic

indices and integrated resource use. Because of some

technical and economic reasons, it is impossible to

transit to waste-free technology immediately. Green

production technologies imply step-by-step transition

to low-waste and then waste-free closed-loop cycles.

Only in this way, the goals of sustainable resource use

Hanna, M., Natalia, B., Daria, M., Olena, K. and Olesnevych, O.

Management of Modern Enterprise Development: Digital Competence Formation within the Context of Crisis Management.

DOI: 10.5220/0011341300003350

In Proceedings of the 5th International Scientiﬁc Congress Society of Ambient Intelligence (ISC SAI 2022) - Sustainable Development and Global Climate Change, pages 59-66

ISBN: 978-989-758-600-2

and environmental protection can be achieved

(Matukova at al., 2021).

2 MANUSCRIPT PREPARATION

The problems of enterprise development

management are touched upon in scientific works by

such foreign and national researchers as O.L.

Haponenko, Ye.H. Yeliferov, Yu.S. Pohorelov, O.V.

Raievneva, M.R. Tymoshchuk, L.V. Frolova, M.

Hammer and others. Paying tribute to the significant

scientific and practical context of the mentioned

researches into the problem of enterprise

development, some tasks of a conceptual nature

remain unsolved. Today, scholars consider certain

aspects of enterprise development management, but

do not pay sufficient attention to substantiating a

comprehensive system of management (Portiankova

et al., 2020).

The research aims to study and suggest principles

of financial control for crisis management

(implementation of the anti-crisis development

strategy) including compliance of the chosen strategy

with parameters of the internal and external

environment; compliance of the organizational

structure with parameters of the internal and external

environment; the optimal structure of property and

liabilities; the optimal income-expenses ratio; the

optimal cash inflows-outflows ratio, as well as

determination of digital competence formation within

the context of crisis management.

Presentation of main materials and substantiation

of the research results obtained. While managing

enterprise development, its main aim, basic tasks and

principles are formed through implementation of

certain functions. According to the general theory of

management, the process of development

management at an enterprise can be realized through

the following basic functions:

- forecasting (planning) includes defining target

guidelines, setting tasks of operation (tactics) and

development (strategy), determining ways and means

of implementing plans;

– organization and coordination include creation,

coordination of factors and processes of plan

implementation;

– stimulation and intensification involve creation

of personnel’s motives and incentives to perform

coherent and effective actions;

– monitoring implies systematic observation of

activity results, their analysis, adjustment of plans,

ways and means of their implementation

(Pashchenko, 2011).

Development is not a one-time non-recurrent

transformation aimed at achieving the best (and

therefore the primordial) state of a system. It is a

process that does not stop in time, the course of which

does not always occur constantly and continuously

most often going in jumps along with overcoming

crises of various depth and coverage (Vasilenko,

2011).

Management of enterprise development is

basically aimed at providing its effective operation.

Reliability, sustainability, survivability, and

motivation for development are main components of

viability that reflect various aspects of business

activity (Kashuba, 2011).

L.M. Shymanovska-Dianych generalizes

approaches to providing a definition of development

as a philosophical category: development is a process

of self-progression from the lowest level to the

highest one, this resulting in disclosure and

implementation of internal trends, revealing the

essence of phenomena, emergence of something new

and causing changes in various forms of matter

(convenience translation) (Shimanovska-Dianich,

2012.

In managing development of a modern enterprise,

crises should be focused upon. The beginning of a

crisis can be predicted using the theory of cycles and

crises. By studying the change in the enterprise’s life

cycles, it is possible to determine some turning points

approaching and with sufficient probability set timing

of their achievement and depth of shocks

(Prokopyshyn, 2021).

Development of the enterprise involves formation

of its strategy. The concept of strategy is derived from

the ancient Greek word strategia (stratos means army

and ago – the art of the commander) that describes the

most important part of the military art. As for

development of the economic sphere, the concept of

the enterprise strategy first appeared in 1911 at

Harvard University where a course of business policy

began being taught. In the 1960s, there arose a

scientific interest in the concept of strategies.

Today, there are a number of definitions of the

strategy that interpret this concept depending on the

research object and the subject in relation to a

particular situation.

H. Mintzberh distinguishes five definitions of the

strategy: as a plan (a system of consistent actions); as

a position (determining the position of an

organization in the external environment and in

relation to its main competitors); as a smart trick; as a

principle of behaviour; and as a prospect (Porter,

2005).

ISC SAI 2022 - V International Scientiﬁc Congress SOCIETY OF AMBIENT INTELLIGENCE

The enterprise’s strategy covers long-term, most

fundamental, important instructions, plans, and

intentions of its management regarding production,

income, costs, investments, prices, and social

protection (Melnyk, 2012).

Strategies are formed in three directions:

- the strategy of cost control based on reducing the

enterprise’s own costs compared to those of its

competitors through mandatory control over costs, or

by regulating the size of the enterprise and the volume

of products, due to which its higher performance is

achieved;

- the differentiation strategy, the essence of which

consists in focusing the enterprise’s efforts on several

priorities to have more advantages over other

enterprises; here directions can be different, so there

are many options of the strategy in practice.

- the focusing strategy when the enterprise

purposefully focuses on either a certain group of

consumers, a limited range of products, or a specific

geographical market, a niche in the market most often

being meant here.

As a rule, there are some obstacles hindering

implementation of the formed strategies:

- in most cases, the strategy development process

is not in line with actual strategy implementation; the

strategy is developed considering the enterprise’s

activities for the future, while its implementation

occurs in the current period, so the response to any

changes in the external and internal environment

should be timely;

- a strategy is considered only from the viewpoint

of competition, but not changes in the enterprise’s

activities due to changes in the external environment.

Thus, the enterprise’s strategy consists of planned

actions (the formed strategy) and necessary

amendments in case of unforeseen circumstances

(unplanned strategic decisions). The enterprise

should have a substantiated strategy of actions, yet be

ready to adapt to unexpected circumstances that may

arise in the future.

The purpose of anti-crisis control over the

enterprise’s finances should be based upon principles

of unity of motives, tools and results. From this point

of view, anti-crisis control over the enterprise’s

finance aims to financially enhance long-term

development and existence of the enterprise on the

market. All preventive measures of crisis financial

management can be grouped as follows:

- general measures that enhance the economic

security level of a business entity and ensure stability

of its economic development;

- specific measures as a prompt response to current

threats. The measures are not subject to typification

due to the unique nature of a particular crisis, and

their choice and potential to combine are primarily

associated with the level of professionalism of crisis

managers, their intuition and accumulated

experience.

The crisis management programme should

combine general and specific measures. General

measures that form the enterprise’s protective

reaction and increase its ability to withstand crises

and trends should be developed on a continuous basis

independent of real crisis threats occurring.

Principles of financial management include:

- aim/result-orientation: a crisis programme

cannot be developed without considering hierarchy of

aims of a particular enterprise’s operation;

- reliance on monitoring financial indicators:

building a system of prompt monitoring changes in

key indicators of the enterprise and the environment

to prevent crisis risks;

- predominance of managerial influence:

forecasting crises threats prior to development of

strategic plans in order to consider measures to

prevent serious crisis losses and lost financial

opportunities;

- financial flexibility: maintaining sufficient

solvency of the enterprise by planning future financial

flows through applying a strategic approach to

selecting alternatives for financial resources

allocation and deterring excessive innovations;

- economic feasibility of management:

preliminary assessment of economic feasibility of

implementing a specific measure of crisis financial

management at the enterprise, comparing possible

financial losses and costs of implementing the

corresponding measure;

- compliance of the feedback form: informational

support of implementing anti-crisis methods

(Tkachenko at al., 2018).

Efficiency of implemented measures of the crisis

financial management system of the enterprise is

based on a set of principles that each manager should

follow. Basic principles of financial management are

as follows (Fig. 1).

In addition to the above principles, one can use

general principles of management, namely

systemacy, coherence (integration) of diversity, self-

regulation, self-training, and selectivity.

Foreign scholars identify five groups of key

competences that a specialist should possess:

1) political and social competences;

2) multiculturalism, i.e. the ability to

communicate with different cultures and religions;

3) sociability;

Management of Modern Enterprise Development: Digital Competence Formation within the Context of Crisis Management

4) digital competences related to the emergence of

the information society;

5) competences aimed at personal and

professional life-long self-development (Oleshko at

al, 2019).

Figure 1: Principles of financial management (Tkachenko

at al., 2018).

A competence is often seen as a quality, a

characteristic of a person that allows them (or even

gives the right) to solve certain problems, make

decisions, judgments in a particular field. The quality

is based upon knowledge, awareness, and experience

of social and professional activities (Vedernikov at

al., 2018).

The National Qualifications Framework approved

by the Cabinet of Ministers of Ukraine (Decree #1341

as of November 23, 2011) defines that a competence

is a dynamic combination of knowledge, skills, ways

of thinking, views, values and other personal qualities

that determine a person's ability to socialize

successfully, perform professional and/or further

academic activities (Pro zatverdzhennia Natsionalnoi

ramky kvalifikatsii: Postanova Kabinetu Ministriv

Ukrainy vid 23.11.2011 r. № 1341).

The concept of professional competence covers

some specified skills including the requirement to

perform certain individual tasks, use knowledge and

skills in the workplace as established by requirements

(standards) for this job, the ability to responsibly

perform duties and achieve planned results, etc.

(Matukova, 2014). Summarizing the above, we can

use the formula of the professional competence

suggested by V. Lozovetska (Lozovetska, 2002):

Professional Competence = [(Knowledge+Skills)

+ Emotional intelligence] x Creativity

Thus, in this approach, a professional competence

can be defined as an integral characteristic of a

specialist’s business and personal qualities, which

reflects the level of knowledge, skills, and experience

sufficient to perform professional duties at a certain

level.

Summarizing the main approaches to

understanding the concepts competence and

professional competence, it can be argued that a

professional competence is professional-status

opportunities for a person to exercise state, social and

personal authority in professional activities.

The competence characterizes a person’s

integration into professional activities, their social

and psychological maturity, professional orientation

of their worldview and appropriate value orientations.

In current conditions, with rapid rates of

information technologies development, various

devices are constantly appearing and the number of

Internet users is growing. Researchers indicate

(Oleshko, 2019) that the key technologies impacting

human development will include robotics, artificial

intelligence, the Internet of Things, cloud computing,

big data, three-dimensional printing, digital payment

systems, interoperable technology systems and

platforms. Today, digital technologies are used by the

state, businesses and citizens. They are increasingly

present in various areas of life, so it is important that

all social groups of people are ready to use them

effectively (O kompetencjach cyfrowych w Polsce na

konferencji umiejętności cyfrowe, 2019).

The peculiarities of anti-crisis management in the

digital economy must be taken into account not only

at the stage when the enterprise has already found

itself in a crisis situation, but when building an

integral management system.

Scientists emphasize that total digitization of all

hierarchical levels of the economic system creates a

need for human resources of a new quality.

Consequently, it is necessary to form and develop the

personnel’s digital competence to provide an

opportunity to perform actively in the information

environment and use the latest technological

advances in professional activities.

On 17 January 2018, an updated version of key

competences for lifelong learning was approved

(recommendations 2018/0008 (NLE) of the European

Parliament and the EU Council) (Council

ISC SAI 2022 - V International Scientiﬁc Congress SOCIETY OF AMBIENT INTELLIGENCE

Recommendation on Key Competences for Lifelong

Learning), which include:

Literacy competence

Language competence

Mathematical competence and competence in

science, technology and engineering

Digital competence

Personal, social and learning competence

Civic competence

Entrepreneurship competence.

Cultural awareness and expression competence

(Kliuchovi kompetentnosti dlia navchannia

vprodovzh zhyttia, 2018).

In order to implement the accelerated scenario of

digital development, which is the most relevant for

Ukraine in terms of challenges, needs and

opportunities, the Cabinet of Ministers of Ukraine

approved The Concept of Digital Economy and

Society of Ukraine for 2018-2020 (Decree #67-p as

of January 17, 2018), which provides for

implementation of appropriate incentives for

digitalization of the economy, public and social

spheres, awareness of current challenges and tools for

digital infrastructure development, acquisition of

digital competences, identifies critical areas and

projects of digitalization, and stimulates the national

market of digital technology production,

consumption and use (Pro skhvalennia Kontseptsii

rozvytku tsyfrovoi ekonomiky ta suspilstva Ukrainy

na 2018-2020 roky ta zatverdzhennia planu zakhodiv

shchodo yii realizatsii, 2018).

The features of anti-crisis management of an

enterprise in the context of digitalization are

summarized in Table 1 (Butrova, 2021).

The transition to the digital economy also imposes

new requirements on the head of the enterprise, on his

professional competencies in the field of

management, personnel management, and IT

technologies.

The issue of creating a corporate culture based on

effective interaction at all management levels and

readiness for change is also important.

According to the Concept, development of

Ukraine's digital economy consists in creating market

incentives, motivations, demand and forming needs

for using digital technologies, products and services

among Ukrainian industries, life activity areas,

business and society to ensure their efficiency,

competitiveness and national development, high-tech

production and well-being of population.

The digital economy can evolve through

developing the national market of production, use and

consumption of information, communication and

digital technologies. Digital development involves a

set of tasks that will positively influence the

economy, business, society and life of the country as

a whole.

Introduction of digital jobs concept is also among

digitalization areas in the Concept. Digital workplace

is the virtual equivalent of the physical one, which

requires proper organization, use and management, as

it should guarantee increased efficiency of employees

and create more favourable working conditions for

them (Matukova at al., 2021).

Table 1: Features of anti-crisis management of an enterprise

in modern conditions of digitalization.

№ Feature

Impact on anti-crisis

management processes

1 The possibility of

using automated

control systems for

collecting, processing

and analyzing big data

in real time, as well as

generating new models

and algorithms of

behavior using

artificial intelligence

Efficiency of data

provision, incl. already

calculated financial and

economic ratios and

other indicators

necessary for making

managerial decisions.

Using the capabilities

of artificial intelligence

to generate new models

and algorithms for the

system's response to

certain values, markers

2 Digital ecosystem:

internal and external

Efficiency of

interaction with

government agencies,

customers, suppliers.

Additional advantage

over “traditional”

companies not

involved in the digital

ecosyste

3 "The paradox of

profitability"

Growth of

capitalization of digital

companies against the

background of their un

rofitableness

4 High rate of change The need to accelerate

management decisions

and predict the

dynamics of

development of the

macro- and

microenvironment

5 The dynamism of the

macro environment

The need to take into

account risks

6 Possibility to reduce costs through the use of

ital technolo

ies

6.1. Remote work Possibility to reduce

office maintenance

costs

6.2. Using digital twins Possibility to reduce

costs for real tests by

Management of Modern Enterprise Development: Digital Competence Formation within the Context of Crisis Management

using digital twins

(study of technical

characteristics, such as

strength, reliability,

functionality, etc.) with

the ability to design at

a given cost

6.3. Digital sharing

platforms

Possibility to reduce

the cost of maintaining

fixed assets

Public administration is a separate area of

digitalization in the Concept covering synergetic

potential of social, mobile, and cloud technologies,

data analysis technologies, the Internet of Things

which individually and together can lead to

transformational changes in public administration

and make the public sector efficient, reactive and

valuable (Diadin, 2019).

The Concept of Development of Digital Economy

and Society of Ukraine states that implementation of

initiatives to digitize public institutions should

consider the following technological concepts: the

digital workplace of civil servants, multichannel

information supply and involvement of citizens, open

data, the Internet of Things, digital government

platforms, and blockchain.

In addition, the Concept indicates that Ukraine’s

public administration with the growing number of

tasks, initiatives, projects and simultaneous cost

optimization should be based on technological and

digital forms of providing its smooth and effective

operation. All digitalization measures can cause

transformational changes in public administration,

make the public sector efficient and the country's

economy developed.

They should form timely anti-crisis programmes

of enterprises of all forms of ownership, create the

personnel’s motivational demand for mastering

digital competences and form the need for using

digital technologies to make business and individuals

competitive on the economic market.

The anti-crisis strategy can include the following

structural blocks:

- situational actions of financial orientation to

adapt to new conditions that will form the most likely

of possible and/or expected future critical events;

- mandatory actions to ensure and improve

security of the production and economic system; they

are reflected in the enterprise’s strategic plan and

focused on increasing business profitability, reducing

or eliminating financial pressure of expected adverse

events. Anti-crisis measures of the programme

include prevention of increasing unprofitable

potential by eliminating low-income industries,

aligning with the basic potential of support and

service potential, as well as strengthening quality of

identifying and implementing synergies and

developing key competences;

- mandatory operational actions to overcome

bottlenecks to increase profitability, as well as

specific measures to intensify financial inflows and

firmly regulate financial outflows of assets to

maintain ongoing solvency;

- measures to strengthen control over

implementing anti-crisis decisions to ensure the

planned set of actions and measures. National

enterprises usually have underdeveloped or

centralized services involved in developing anti-crisis

measures, elaborating, implementing and monitoring

financial plans, conducting systematic assessment of

the enterprise financial condition.

In current conditions of the COVID-19 pandemic,

the need to adapt to new economic conditions forces

us to look for ways to use available production

capacity. Simulation can be used to choose the

strategy of enterprise development by reproducing

events that occur simultaneously or sequentially in

simulation time (Kompanets at al., 2021).

The main task of developing a simulation model

is to choose an optimal strategy for enterprise

development and determine the maximum profit that

should be expected from implementation of the

strategy with limited investment, which is the subject

of our further research.

3 CONCLUSIONS

The proposed principles of financial management are

aimed at providing crisis management

(implementation of the anti-crisis development

strategy): compliance of the chosen strategy with

parameters of the internal and external environment;

compliance of the organizational structure with

parameters of the internal and external environment;

the optimal structure of assets and liabilities; the

optimal income-expenses ratio; the optimal cash

inflows-outflows ratio.

In most cases, a crisis arises at the managerial

stage starting with errors in management,

disorganization, non-optimized business processes,

etc.

The anti-crisis strategy can be applicable only to

a particular enterprise as there is no universal

strategic crisis management.

Each enterprise on the market has its own

characteristics of the management structure and the

financial support mechanism, so strategy formation is

ISC SAI 2022 - V International Scientiﬁc Congress SOCIETY OF AMBIENT INTELLIGENCE

specific and depends on the enterprise’s position on

the market, dynamics of its development and

potential, behaviour of competitors, characteristics of

products (services), the country’s economy, the

business environment and many other factors.

The formation of a new digital technological

paradigm leads to the emergence of new features that

affect the processes of anti-crisis management.

Many of them open up new opportunities for the

enterprise and increase the likelihood of a faster

overcoming of crisis phenomena, however, if we are

talking about a manufacturing enterprise that, due to

certain reasons, is not able to flexibly adapt to new

requirements and market challenges, it is necessary to

build an integral system, the key components of

which are presented in the study.

At the same time, it should be noted that today

much depends on the professionalism of the leader

himself, his experience and creativity in approach to

crisis management, professional outlook, leadership

qualities and so-called soft skills, openness to new

tools and management mechanisms, as well as

corporate loyalty and professionalism of the team.

In current conditions of the COVID-19 pandemic,

we should adapt to new economic conditions and look

for ways to intensify available production capacity,

which is the subject of our further research.

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%D1%80

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ISC SAI 2022 - V International Scientiﬁc Congress SOCIETY OF AMBIENT INTELLIGENCE