Adapting strategic analysis frameworks for corporate resilience in high-risk and uncertain environments
Abstract
The article examines the problems of applying classical strategic analysis tools in modern economic conditions characterized by a high level of entropy, uncertainty, and war-related risks.
Problem statement. Although researchers have extensively studied the need for flexible approaches, they have all focused on the short term, without considering the conceptual foundations for transforming adaptability into sustainable competitive resilience. Furthermore, there is a need to develop a reliable quantitative tool for measuring marketing adaptability.
Unresolved aspects of the problem. Despite the existence of thorough theoretical research, the issue of developing integrated models of adaptive management that organically combine a strategic vision with mechanisms for the operational adjustment of decisions remains insufficiently explored. The academic literature lacks tools for enterprises to systematically integrate digital analytics into their day-to-day strategic activities.
Purpose of the article. This article establishes the theoretical and methodological foundations for adaptive strategic management in enterprises and identifies practical tools to ensure strategic resilience, flexibility, and adaptation to change amidst uncertainty and military conflict.
Presentation of the main material. The shift from traditional planning to flexible, proactive strategies based on continuous monitoring is justified and proven. Adaptive strategies can improve decision timeliness, optimize resources, and enhance resilience to external challenges.
Conclusions. In the context of military operations and a rapidly changing external environment, traditional models of strategic analysis are losing their effectiveness, giving way to adaptive strategies based on the principles of flexibility, practicality and continuous monitoring.
Downloads
References
Ansoff, I. (1975). Managing strategic surprise by next of weak signals. California Management Review, 18(2), 21-33. URL: https://doi.org/10.2307/41164635
Chykurkova, A. D., Fedirets, O. V., Pokotylska, N. V., & Tiutiunnyk, V. V. (2025). Applying scenario planning to improve the effectiveness of strategic management under uncertainty. Actual Problems of Economics, 5(287), 390–402. URL: https://doi.org/10.32752/1993-6788-2025-1-287-390-402 [in Ukrainian]
Courtney, H., Kirkland, J., & Viguerie, P. (1997). Strategy under uncertainty. Harvard Business Review, 75(6), 67–79. URL:: https://hbr.org/1997/11/strategy-under-uncertainty
Hamel, G., & Välikangas, L. (2003). The quest for resilience. Harvard Business Review, 81(9), 52–63. URL: https://hbr.org/2003/09/the-quest-for-resilience
Kotvytskyi, A. Yu. (2026). Strategic adaptation of enterprise marketing to conditions of economic uncertainty. Academic Visions, (51). URL: https://doi.org/10.5281/zenodo.19057654 [in Ukrainian]
Kozenkov, D. Ye., Kaut, O. V., & Shportko, G. Yu. (2026). Adaptive management strategies in modern business systems. Economic Space, (211), 164–171. URL: https://doi.org/10.30838/EP.211.164-171 [in Ukrainian]
Olshanskyi, O. V., Maslosh, O. V., & Kasatkina, M. V. (2025). Methodology for adapting management decisions for agro-industrial enterprises in times of crisis. Bulletin of the Volodymyr Dahl East Ukrainian National University, 3(289), 110–119. URL: https://doi.org/10.33216/1998-7927-2025-289-3-110-119 [in Ukrainian]
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
Saaty, T. L. (2008). Decision making with the analytic hierarchy process. International Journal of Services Sciences, 1(1), 83–98. URL: https://doi.org/10.1504/IJSSCI.2008.017590
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. URL: https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Geeis, V. M. (2022). Ukraine’s economy under conditions of war and post-war recovery. Economy of Ukraine, (5), 3–15. [in Ukrainian]
Heets, V. M. (2020). The phenomenon of instability – a challenge to economic development. National Academy of Sciences of Ukraine, SO "Institute for Economics and Forecasting of NAS of Ukraine". Kyiv. Retrieved from: https://akademperiodyka.org.ua/uk/books/heyets/ [in Ukrainian]
Kutsyk, P., Medynska, T., Koriahin, M., & Bodnariuk, I. (2025). Activities of state enterprises: Financial and strategic aspects. Economy and Society, (78). URL: https://doi.org/10.32782/2524-0072/2025-78-51 [in Ukrainian]
Nosan, N., Borysenko, O., & Nazarenko, T. (2024). Crisis management and strategic development of enterprises during the war period. Economy and Society, (68). URL: https://doi.org/10.32782/2524-0072/2024-68-18 [in Ukrainian]
Ovodov, D. A., & Bondarenko, V. M. (2024). Strategic development of entrepreneurship under martial law: Challenges and prospects. Scientific Bulletin of Uzhhorod National University. Series: International Economic Relations and the World Economy, 1(63), 194–200. URL: https://doi.org/10.24144/2409-6857 [in Ukrainian]
Datsiuk, A., Protsak, K., & Horodnia, T. (2024). Business adaptation in war conditions: Levels and tools. Economy and Society, (67). URL: https://doi.org/10.32782/2524-0072/2024-67-8 [in Ukrainian]
Mun, J. (2002). Real options analysis: Tools and techniques for valuing strategic investments and decisions. John Wiley & Sons.
Myers, C. (1977). Determinants of corporate borrowing. Journal of Financial Economics, 5(2), 147-175.
Schoemaker, P. J. H. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review, 36(2), 25-40.
Copyright (c) 2026 FINANCIAL AND CREDIT SYSTEMS: PROSPECTS FOR DEVELOPMENT
This work is licensed under a Creative Commons Attribution 4.0 International License.
