Трансформація бізнес-моделі підприємства в умовах кризи
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Видавництво Львівської політехніки
Lviv Politechnic Publishing House
Lviv Politechnic Publishing House
Abstract
Досліджено ризики та проблеми, з якими стикається бізнес в умовах пандемії та війни. Обґрунтовано необхідність трансформування бізнес-процесів на основі їх впорядкування та структурування. Систематизовано зміни внутрішнього середовища організацій, викликаних цифровою трансформацією бізнесу. Розглянуто нові підходи до організації роботи працівників в умовах кризи. Наведено переваги та недоліки віддаленої роботи. Надано рекомендації, які допоможуть організаціям вийти із кризового стану.
The article studies risks and problems which businesses face in the pandemic and war conditions. The need to transform business processes based on their organizing and structuring has been substantiated. It is recommended to concentrate on those processes that make up the chain of created value: customer interaction business processes; business processes that have a great impact on the business income; business processes providing valuable processes to the enterprise; and cross-functional business processes that require coordination. In particular, it has been found that during the crisis, the work on strategies is changing. As a result, they are becoming more flexible, mobile, and adaptable. The changes in the internal environment of organizations caused by the digital transformation of business have been systematized. The authors state that business model changes will affect, first of all, the automation and digitalization of business processes, a deeper understanding of customers and their personalized services, teamwork building, and the realization of employees‘ creative potential. New approaches to organizing the work of employees in crisis conditions have been considered. The research paper identifies the peculiarities of the hybrid model application as an optimal option for organizing work both in the pandemic conditions and during wartime. The advantages and disadvantages of remote work have been given. In conclusion, the authors of the study provide recommendations which will help enterprises to get out of the crisis state caused by the pandemic.
The article studies risks and problems which businesses face in the pandemic and war conditions. The need to transform business processes based on their organizing and structuring has been substantiated. It is recommended to concentrate on those processes that make up the chain of created value: customer interaction business processes; business processes that have a great impact on the business income; business processes providing valuable processes to the enterprise; and cross-functional business processes that require coordination. In particular, it has been found that during the crisis, the work on strategies is changing. As a result, they are becoming more flexible, mobile, and adaptable. The changes in the internal environment of organizations caused by the digital transformation of business have been systematized. The authors state that business model changes will affect, first of all, the automation and digitalization of business processes, a deeper understanding of customers and their personalized services, teamwork building, and the realization of employees‘ creative potential. New approaches to organizing the work of employees in crisis conditions have been considered. The research paper identifies the peculiarities of the hybrid model application as an optimal option for organizing work both in the pandemic conditions and during wartime. The advantages and disadvantages of remote work have been given. In conclusion, the authors of the study provide recommendations which will help enterprises to get out of the crisis state caused by the pandemic.
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Citation
Тетерін О. А. Трансформація бізнес-моделі підприємства в умовах кризи / О. А. Тетерін, Ю. Р. Гойдаш, К. В. Процак // Менеджмент та підприємництво в Україні: етапи становлення і проблеми розвитку. — Львів : Видавництво Львівської політехніки, 2023. — Том 5. — № 2. — С. 200–211.