Ways to Improve Construction Efficiency

Research of the investment environment and its basic requirements and challenges of the institutional sphere as an element of the methodology of strategic management of the development of stakeholder enterprises in the construction industry

2025-05-13T13:13:39+03:00

The modern conditions of the construction industry require considering the investment environment as a key factor in the strategic management of stakeholder companies' development. The construction sector, being capital-intensive and long-term in implementation, necessitates a thorough analysis of the specifics of attracting investments, their structure, and mechanisms for adapting to dynamic market changes. Institutional aspects of shaping this environment play a central role in ensuring the sustainability of financial flows, effective resource allocation, and risk minimization.

An important area of research is the identification of basic requirements for the institutional sphere that determine the competitiveness of the investment process. Regulatory mechanisms, legislative initiatives, investment guarantee systems, and financial instruments influence the effectiveness of capital attraction to the construction sector. Moreover, significant challenges arise due to the instability of the economic environment, changes in financing policies, technological transformations, and environmental standards. In this context, developing a methodological approach to strategic management of stakeholder companies' development becomes relevant, allowing not only to address contemporary challenges but also to create a stable model for their further growth.

The formation of an effective investment environment is only possible through the integration of institutional mechanisms into the strategic management system. This involves developing models of partnership interaction between government structures, financial institutions, and construction companies, which will help reduce transaction costs and increase the transparency of investment processes. Furthermore, it is critically important to assess economic risks and implement compensation mechanisms through insurance, state support, and financial incentives.

Considering these aspects, the study of the investment environment is complex and based on a systematic analysis of its structural elements. The institutional challenges accompanying the development of the construction market require appropriate methodological solutions aimed at creating favorable conditions for investment attraction. This will enhance the resilience of the construction industry, contribute to the long-term development of stakeholder companies, and enable the creation of an adaptive management system capable of responding to the challenges of a dynamic market.

The fundamental principles and classification of modern methodological approaches to strategic innovation changes in construction projects and their key participants

2025-05-13T13:28:25+03:00

This article focuses on analyzing the core principles and approaches to strategic innovation changes in construction projects. It highlights the methodological foundations that define the effectiveness of construction project management in a changing market environment and the integration of innovations into the activities of key market participants, such as developers, contractors, investors, and end-users. Given that the construction industry is one of the most capital-intensive and complex sectors to manage, strategic innovations can provide significant competitive advantages and cost reduction. The article discusses key methodological approaches to implementing changes in construction project management, particularly the use of integrated management models, the application of digital technologies, and new approaches to project financing and implementation. It also emphasizes the importance of flexible strategies that enable adaptation to market changes, environmental requirements, and technological innovations. As a result, the article outlines the significance of strategic management and innovations for the development of construction projects and improving their efficiency.

This paper also highlights the key challenges faced by construction market participants when implementing innovative strategies in construction project management. One of the main challenges is the need to adapt to rapid changes in the economic and technological environment, which requires flexibility in management and the ability to quickly respond to new market demands. Considering the high capital intensity of construction projects, enterprises must focus on effective resource and investment management, which is only possible through the introduction of innovative methods and technologies. Important aspects include the use of digital tools, such as Building Information Modeling (BIM), management automation systems, big data analytics (Big Data), and Internet of Things (IoT) technologies, which allow optimizing processes, reducing costs, and improving the quality of work execution.

The article also examines the importance of integrating stakeholders into the project management process, which helps create more transparent and effective conditions for all market participants. Involving investors, contractors, and end-users in decision-making processes helps reduce risks and improve the efficiency of interaction among all parties. Considering their interests and integrating with the latest project management approaches are key elements for achieving long-term success in the construction market. As a result, the article provides recommendations for improving construction project management through the integration of innovative strategies, including the latest technologies and flexible management strategies that contribute to increased efficiency, cost reduction, and enhanced competitiveness of construction enterprises.

Scientific approaches to developing strategies for modernization of enterprises

2025-05-13T13:47:21+03:00

The article is devoted to the study of scientific approaches to the formulation of modernization strategies of enterprises in the conditions of constant economic changes and technological innovations. With the development of digital technologies, market globalization and the need to adapt to new business realities, enterprises face numerous challenges that require the implementation of modernization strategies to ensure their competitiveness and sustainable development. One of the main problems is the adaptation of traditional management methods to a rapidly changing environment, therefore scientific approaches that involve the integration of new technologies, optimization of resources and the implementation of flexible management solutions are important. The article considers various approaches to the development of modernization strategies, including the application of management innovations, digitalization of processes, increasing the efficiency of the organizational structure and new models of risk management. Particular attention is paid to methods that allow reducing costs, increasing productivity and adapting enterprises to changes in the market. Modernization is not limited to technology upgrades, but also includes significant changes in management culture, corporate structure, and interaction with market partners. From this perspective, the article emphasizes the importance of developing modernization strategies that take into account not only economic, but also social and environmental aspects of enterprise activities, which allows making their activities more stable and balanced.

The article also emphasizes the need to integrate innovative technologies into enterprise modernization processes, which is a key factor in success in conditions of dynamic market changes.

Enterprise modernization is not limited to technological innovations, it also includes changes in approaches to personnel management, communication between departments, and interaction with customers. The development of flexible and dynamic organizational structures is a necessary condition for successful adaptation to change.

Thus, the article provides a comprehensive approach to developing enterprise modernization strategies that helps them remain competitive, adapt to new conditions, and ensure sustainable development.

Basics of enterprise functioning as a single integrated and highly efficient business system

2025-05-13T14:03:39+03:00

The article is devoted to the study of the enterprise as a single and effective business system that operates on the basis of the integration of economic, managerial and technological components. In modern conditions of market competition, the efficiency of the enterprise is determined not only by its financial indicators, but also by the ability to adapt to a changing business environment, introduce innovations and optimize internal processes. The main concepts of the systemic approach to enterprise management are considered, in particular integrated business process models that contribute to increasing its efficiency and competitiveness. The principles of strategic enterprise management, the role of digital technologies in its functioning, as well as the importance of integrating stakeholders into the process of making managerial decisions are also analyzed. Particular attention is paid to the issues of balancing the internal resources of the enterprise, increasing its operational efficiency and forming a long-term development strategy. Methods of optimizing financial flows, personnel management, marketing strategies and decision-making processes are studied.

Separately, the importance of implementing modern technologies, in particular Big Data analytics, artificial intelligence (AI), automated management systems (ERP) and digital platforms for optimizing business processes is considered. The use of these tools allows not only to increase the productivity of the enterprise, but also to ensure more accurate forecasting of market trends, minimize risks and adapt business models in accordance with the requirements of the time. The article also highlights the role of corporate social responsibility (CSR) in modern business, which contributes not only to increasing customer loyalty, but also to creating sustainable competitive advantages. Given modern challenges, enterprises are faced with the task of effective risk management and developing adaptive strategies that will ensure their stability even in crisis conditions. Thus, the article contains a comprehensive analysis of approaches to managing an enterprise as an integrated business system that ensures sustainable development, flexibility in decision-making and increased efficiency of functioning in a dynamic market environment. The implementation of a strategic approach, innovative technologies and effective resource planning allows enterprises to adapt to modern challenges and ensure their long-term competitiveness.

Analysis of the level of implementation of systemic productivity of enterprises in view of the implementation of strategic changes

2025-05-13T14:20:14+03:00

The article is devoted to the analysis of the level of implementation of strategic changes at enterprises in view of their systemic productivity. Since in the conditions of globalization and dynamic changes in the market, enterprises are faced with the need for rapid adaptation and improvement of efficiency, it is important to understand how systematically implemented strategic changes affect the productivity of companies. The article analyzes methods for assessing the productivity of enterprises that use strategic changes to achieve competitive advantages. In particular, approaches to measuring the effectiveness of the application of new business models, optimization of management processes, and the use of innovative technologies are considered. The authors draw attention to the importance of integrating strategic changes into business processes and analyze how this affects the overall productivity of the enterprise. The article also highlights the main difficulties and barriers that companies may face when implementing changes, and provides recommendations for optimizing change management processes to achieve high results. The development and implementation of strategic changes is an important aspect of the sustainable development of enterprises, therefore, the analysis of their impact on productivity is of great importance for the development of effective management strategies.

The work also addresses the importance of the role of leadership in change management and improving productivity. Enterprise leaders must not only support the process of implementing changes, but also contribute to the formation of a culture of innovation and continuous improvement. Leadership that is focused on supporting strategic changes can become a driving force for achieving high results, especially in conditions where external factors, such as economic crises or technological shifts, impose new requirements for adaptation. For the successful implementation of strategic changes, enterprises should pay attention to monitoring and evaluating results. Constant tracking of the effectiveness of the implemented changes allows for timely adjustments to strategies, taking into account the obtained performance data. Methods for assessing the effectiveness of change implementation may include the analysis of financial indicators, such as profitability, as well as non-financial aspects, in particular customer satisfaction and employee motivation. The assessment of these indicators allows enterprises to determine in a timely manner whether the set goals have been achieved and which aspects require further improvement.

Main factors of monitoring and key participants in the implementation of strategic innovations in the construction sector

2025-05-13T14:28:33+03:00

The article is devoted to the analysis of the main factors of monitoring and key participants in the implementation of strategic innovations in the construction sector. The growing demand for innovative solutions in construction requires effective monitoring of technological changes and the implementation of innovative strategies to increase the competitiveness of construction enterprises. Special attention is paid to identifying the main factors influencing the success of innovations in the industry, such as the use of digital technologies, process automation, integration of new project management methods, as well as interaction between key participants - developers, contractors, investors and end users.

Given the specifics of the construction industry, important factors are technological development, managerial flexibility, adaptability to market changes, as well as resource efficiency. Innovations in construction include both technological innovations and changes in organizational structures, financing methods, project management and interaction between participants.

The article also focuses on the role of each participant in the process of implementing innovations, especially on how the interaction between project participants contributes to the effective implementation of construction tasks. The challenges faced by participants in implementing innovations are examined, and strategies for overcoming them are proposed. Important aspects are the assessment of risks arising from the implementation of innovations, as well as opportunities for reducing these risks by adapting strategic approaches to changing market conditions and technological innovations. In addition, the article draws attention to the importance of developing flexible management strategies that allow construction companies to quickly respond to new technological trends, minimizing costs and improving the quality of construction project implementation. The use of such strategies as adapting financing methods, using the latest technologies to control costs, and improving interaction between project participants is an important tool in achieving successful implementation of innovations in the construction sector.

Key analytical indicators of successful implementation of strategic transformations in a construction enterprise

2025-05-13T14:35:27+03:00

The article is devoted to the analysis of key analytical indicators that successfully implement strategic transformations in a construction enterprise. In a dynamic market environment, construction companies are achieving adaptation to new requirements, technological changes, environmental standards and increasing the efficiency of project management. To do this, it is necessary to use innovative strategies, focusing on analytical indicators that help assess the processes associated with the transformation of management and production structures.

The article presents some main categories of indicators that allow assessing the effectiveness of the implementation of strategic changes, in particular financial indicators, such as profitability, economic value added (EVA), as well as operational indicators, such as the speed of project implementation, the level of resource utilization, labor productivity, as well as qualitative indicators that reflect customer satisfaction and the level of innovative solutions. Particular attention is paid to the impact of digital technologies on management processes in construction, such as the use of BIM, IoT, AI and big data, which can optimize resources and improve the quality of projects.

Indicator analysis allows construction companies to better understand the effectiveness of strategy implementation, control processes and reduce risks that are presented during transformations. The implementation of these indicators in strategic management allows you to increase competitiveness and ensure sustainable development of construction companies. It is important not only to assess current results, but also to predict future changes based on the analysis of the data obtained. Technologies such as big data analytics and artificial intelligence make it possible to build accurate forecasts regarding the risks and profitability of projects, thereby increasing the strategic flexibility of enterprises. In addition, the integration of such tools into management processes allows construction companies to adapt to changes faster and improve interaction with key stakeholders, such as investors, contractors and customers.

Analysis of international experience in using organizational changes to form strategic planning toolkit in a construction organization

2025-05-13T14:51:55+03:00

Strategic planning is an integral component of managing construction companies, particularly in the context of a highly dynamic market environment. Leveraging international experience in organizational change management enables the development of effective decision-making tools, enhances competitiveness, and ensures sustainable growth. Global practices demonstrate that organizational changes in the construction sector encompass structural transformations, business process improvements, and the implementation of innovative approaches and digital technologies. Applying this experience can significantly strengthen the potential of Ukrainian companies in achieving long-term strategic goals.

Construction companies face numerous challenges, including economic instability, regulatory changes, fluctuating demand, and increasing competition. In such circumstances, strategic planning requires flexible tools capable of adapting to new realities. Examining successful cases of international companies helps identify the most effective approaches to change management, including the use of Agile methodologies, Lean Construction, BIM technologies, and digital platforms. These methods contribute to resource optimization, process transparency, and accelerated decision-making.

Moreover, human capital management remains a critical aspect. International experience indicates that engaging employees in change processes, fostering a strong corporate culture, and investing in employee training significantly enhance the effectiveness of strategic initiatives. Effective change management also involves establishing project management offices (PMOs) to ensure coordination, monitor progress, and manage risks.

An analysis of international practices highlights key stages of organizational change, including diagnosing the current state, defining strategic objectives, developing a change plan, managing the transformation process, and evaluating effectiveness. This comprehensive approach provides a clear view of transformation processes, enhancing the quality of management decisions.

In conclusion, leveraging international experience to develop a strategic planning toolkit for construction companies serves as an effective means of ensuring long-term resilience and competitiveness. Thoroughly studying and adapting best practices facilitates the creation of flexible management models that can swiftly respond to external challenges and foster sustainable company growth.

Theoretical and methodological basis of the activity of construction engineering companies as the foundation of effective preparation and implementation of construction projects

2025-05-13T15:00:53+03:00

The article is devoted to the theoretical and methodological foundations of the activity of construction engineering companies, which are an important element for ensuring the effective preparation and implementation of construction projects. The study examines key aspects of the organization and functioning of engineering companies in the construction sector, as well as their role in the processes of design, management, control and implementation of construction projects. The authors analyze theoretical approaches to engineering, determine the methodological foundations of its application in the construction industry, and also identify the main principles and approaches that ensure the success of construction projects.

The article emphasizes that construction engineering covers all stages of the project life cycle, from its conceptualization to implementation, which includes the development of technical, organizational and financial aspects. Not only technical, but also strategic planning is important, which includes risk management, cost and resource optimization, as well as ensuring the effective use of the latest technologies in construction. One of the key tasks of engineering companies is the integration of new technological solutions and quality assurance at all stages of construction work.

The study also draws attention to the importance of organizational structure and management approaches that promote effective interaction between project participants: developers, contractors, investors and customers. Engineering companies should develop flexible management models that are able to quickly respond to changes in the market environment and technological innovations.

The conclusions emphasize that the theoretical and methodological approach to the activities of construction engineering companies allows not only to achieve high results at individual stages of the project, but also to ensure their sustainable development, which is the basis for increasing the efficiency of the entire construction process. It is also important to form engineering companies as organizations capable of adapting to changing requirements and quickly making effective management decisions. In this regard, it is necessary to implement systems that allow for accurate risk analysis, assessment of financial and technical resources at each stage, as well as constantly improve management methods to improve the quality and economic efficiency of projects.

Analytical and functional evaluation of financial parameters of strategic innovation cycles in construction companies based on the concepts of method of Cost allocation by activities

2025-05-13T15:12:04+03:00

The article is devoted to the analysis of methods for assessing the financial parameters of strategic innovation cycles in construction companies, in particular using the concept of "Method of cost allocation by activities". In the conditions of constant changes in the construction market, in particular the introduction of innovations, it is important to ensure effective assessment of financial indicators, which contributes to increasing the stability and competitiveness of the company. The method of cost allocation based on activities is one of the most effective tools for calculating costs and determining the feasibility of investments in strategic innovations. The article considers theoretical aspects and practical aspects of applying this method to assess innovation strategies in construction companies.

The main task is to determine the effectiveness of innovation cycles from the point of view of their impact on the financial parameters of the company. The analysis is carried out through cost allocation, where each activity is assessed based on its impact on the company's overall costs. This approach allows not only to calculate costs, but also to identify areas for optimizing resources and reducing costs. It is important to note that the application of the method allows for a clear understanding of the effectiveness of various strategic initiatives and allows predicting their economic effect in conditions of dynamic changes in the market.

The key aspects of the article are the analysis of the use of the concept in construction companies, the advantages of using the method to improve the strategic management process, as well as opportunities for further development and implementation of innovations in conditions of growing competition. The implementation of this method allows construction companies to manage resources more effectively, reduce costs and increase competitiveness. In particular, it is important that the method contributes to better allocation of investments, risk assessment and increased level of management in the processes of implementing innovations. In addition, this method allows for optimizing costs at different stages of project implementation, thereby improving the overall efficiency of construction companies. Thus, the application of this concept not only improves financial results, but also strengthens the company's position in the competitive market.

Financial and administrative aspects of harmonization of modern principles of construction industry development in the process of strategic management of company transformations

2025-05-13T15:21:56+03:00

The article is devoted to the analysis of financial and administrative aspects of harmonization of modern principles of construction industry development in the process of strategic management of company transformations. The work examines the importance of integrating financial and management strategies within the framework of changes taking place in the construction market. Today, the construction industry is faced with the need for constant updating of organizational structures and adaptation to new economic and technological realities. These changes require companies to be able to respond quickly to market changes, scientifically assess financial risks and ensure effective resource management.

Thanks to the development of new technologies and innovative approaches, construction companies can optimize their management strategies, increase resource efficiency, reduce costs and maximize profits. An important aspect of the successful implementation of strategic changes is the correct organization of management functions, which includes financial management, planning, control and evaluation of results. In addition, management and financial decisions should be focused on ensuring the long-term development and sustainability of the company in a dynamic market.

One of the key tools for achieving strategic goals is the harmonization of the principles of development of construction enterprises, taking into account financial, technical and administrative aspects. The transformation of companies should be based on clearly defined financial goals that will help optimize costs, increase the efficiency of business processes and maximize the return on investment. An important component of the transformation is ensuring continuous improvement of management processes and adaptation to a changing external environment.

The article focuses on the need for effective use of financial and administrative tools to harmonize all aspects of the activities of construction enterprises. Development of a system of financial and management indicators, monitoring their implementation and adjusting strategies in real time contribute to the successful implementation of transformations.

Foreign experience in developing effective remuneration systems at construction enterprises

2025-05-13T15:55:11+03:00

The article explores international experience in developing effective wage systems with the aim of identifying key approaches and practices that can be adapted for construction enterprises in Ukraine. Various wage models applied in developed countries are analyzed, taking into account economic, social, and cultural factors. It is established that remuneration in the United States is characterized by individualized pay and bonus programs; in EU countries (such as Germany and Sweden) by tariff agreements and differentiated wages; in Japan by seniority-based bonuses and non-monetary incentives; and in China by collective responsibility. The key national models are considered with an emphasis on their advantages, implementation challenges, and potential for adaptation in Ukrainian enterprises. It is found that the most efficient foreign wage systems are based on a combination of fixed pay and flexible bonus mechanisms aimed at achieving both individual and collective goals. Modern approaches to compensation organization are reviewed, including KPI-based systems, pay-for-performance, base-up and teiki-shokyu mechanisms, performance-based remuneration, and the use of non-monetary incentives and social benefit packages. Special attention is paid to tariff grids, qualification grades, and the practice of collective bargaining in wage regulation. The feasibility of introducing hybrid wage systems in the Ukrainian construction sector is substantiated, as such models allow for consideration of project specifics, technological complexity, and personnel qualifications. The findings can be used to improve wage policies in construction enterprises to enhance employee motivation, reduce staff turnover, and build a stable human capital management system in the context of Ukraine’s post-war recovery..

Conceptual and applied models of enterprise sustainability: roadmap and indicative structure of process maturity

2025-05-13T16:23:58+03:00

The article presents the conceptual foundations for implementing process-oriented management as a key tool for modernizing developer enterprises in the construction sector. It is emphasized that under conditions of market dynamism, ecological challenges, and digital transformation, traditional management models are losing their effectiveness. The process-oriented approach enables formalization, optimization, and integration of business processes into a unified and controllable system. The study substantiates the relevance of adapting the Business Model for Sustainability (BMfS), which focuses on creating long-term value for all stakeholders, taking into account ESG criteria, circular economy principles, and digitalization. The application of the Model Management Case and Notation (MMCN) is analyzed, which allows the measurement of the "distance" between the current state of business processes and the target level of enterprise resilience. It is shown that MMCN facilitates the detection of deviations, scenario modeling, and adaptation to crisis conditions. Additionally, the study presents a five-level CMMI maturity scale adapted to the construction sector, which defines levels of process maturity — from chaotic to optimized. A practical development roadmap is proposed, which includes priorities, indicators, and tools aimed at enhancing organizational maturity in developer companies. Within the context of integration with other models (PMBOK, BSC, SCOR, BIM+Lean), the article justifies the synergistic potential of modern strategic management approaches in construction. It concludes that the combination of BMfS, MMCN, and CMMI forms a holistic paradigm of sustainable, digitally managed, and strategically adaptive development.

Digital maturity of construction companies: economic and managerial issues, analytical indicators, and adaptation scenarios

2025-05-13T16:55:44+03:00

The article examines digital modernization as a key vector for the transformation of operational systems in construction development enterprises under unstable business environments, global challenges, and post-crisis recovery. The relevance of the study is driven by the need to adapt the construction industry to modern operational conditions, particularly digitalization, innovative integration, and the shift in management paradigms in response to economic, technological, and social risks. The paper outlines the main problems accompanying digital transformation: fragmentation of internal processes, low level of digital competence among personnel, an underdeveloped regulatory framework, and lack of systematic state support. To address these challenges, a comprehensive approach to forming a digital ecosystem in construction development is proposed, based on the integration of digital technologies, management platforms, cross-sectoral interaction, and the application of ESG-oriented practices. The study presents a selection of formalized indicators for digital transformation of operational systems, which allow for an objective assessment of digital maturity, flexibility, adaptability, and the efficiency of business processes. Based on the analysis of scientific sources and practical trends, the paper substantiates the feasibility of using data analytics, digital twins, smart contracts, cloud-based solutions, and geo-analytical platforms to ensure continuous development and enhance the competitiveness of construction enterprises. It concludes that strategically oriented digital transformation of operational systems in the construction sector creates the foundation for building a flexible, resilient, and innovation-driven environment capable of responding effectively to current challenges and shaping new quality standards in development activities.

An integrative approach to construction development: from efqm-based conceptual modeling to the formation of a digital ecosystem

2025-05-13T17:04:58+03:00

The article explores theoretical and practical aspects of forming a conceptual management model in the field of construction development under conditions of dynamic market changes, accelerating digital transformation, and increasing demands for management quality. The relevance of the topic is driven by the need to create integrated models that enable developers to make strategically grounded decisions, taking into account multi-level stakeholder interaction, risks, and technological changes. The problem statement highlights the insufficient adaptability of traditional technocratic approaches to the modern realities of implementing complex infrastructure and residential-commercial projects, which require interdisciplinary integration of engineering accuracy, economic efficiency, and social feasibility. To address this, the author proposes adapting approaches from engineering psychology and ergonomics—particularly conceptual modeling of operator behavior in complex information-technical systems—to the practice of managing developer structures. The article presents a systematization of analytical indicators for evaluating key components of a development conceptual model, including architectural and planning decisions, financial and investment parameters, regulatory compliance, stakeholder behavior, spatial development scenarios, and digital management tools. Moreover, it examines the applicability of the international EFQM (European Foundation for Quality Management) model and its operational RADAR framework in shaping assessment logic for management practices in construction. As a result, the author substantiates the relevance of developing a multifactorial conceptual model as a cognitive-managerial foundation for the strategic development of developer enterprises. It is concluded that the implementation of such models enhances decision-making accuracy, digital maturity, and the formation of resilient approaches to project management in the construction sector.

BIM 4D–7D as the basis for integrated lifecycle management of industrial and civil construction projects

2025-05-13T17:14:13+03:00

The article explores digital modernization as a systemic response to the global challenges faced by the organization of industrial and civil construction in the context of technological transformation, market dynamics, and increasing demands for efficiency, environmental sustainability, and management quality. It is established that modernization encompasses technological, organizational, and managerial levels and involves the implementation of BIM, Smart Site technologies, IoT, digital twins, predictive analytics, and artificial intelligence tools. The necessity of forming a seamless digital vertical from design to construction and further to operation is substantiated. Particular attention is paid to the development of BIM 4D–7D systems as instruments for integrated lifecycle management of construction projects. The article presents practical examples of the application of these technologies in Finland, the United Kingdom, and Germany. Indicative benchmarks of digital transformation are identified, including the level of document workflow automation, data integration, digital literacy of personnel, and analytics maturity indicators. The article also adapts the CMMI process maturity model to the construction development sector, describing five levels of organizational process coherence — from chaotic to optimized. For each level, specific indicators and digital tools are defined. A development roadmap for process maturity is proposed, incorporating strategic priorities and digital management platforms. It is concluded that digital modernization is interdisciplinary in nature and requires synchronized changes in technical, managerial, and regulatory environments, acting as a key factor in ensuring flexibility, resilience, and competitiveness of construction enterprises in the digital era.

Current situation and tools for supporting small and medium-sized businesses in Ukraine during martial law.

2025-05-13T17:20:20+03:00

The article analyzes the development trends of micro, small, and medium-sized enterprises (MSMEs) in Ukraine. It examines key trends and the dynamics of new business registrations, assesses changes in the structure of small businesses, and explores their adaptation to modern challenges. Particular attention is given to the problems that hinder business development in Ukraine, along with an overview of domestic government and international donor support programs and tools for entrepreneurial activity.

It has been determined that despite significant difficulties, Ukrainian businesses demonstrate high adaptability. Statistical data indicate active growth in the number of registered individual entrepreneurs, reflecting the persistence of entrepreneurial initiative in the country. In 2024, more than 148,000 individual entrepreneurs were registered, which is 10.8% more than in 2023. The highest growth rates are observed in Kyiv, Dnipropetrovsk, and Lviv regions. Among the most promising sectors are trade, transportation, and services.

At the same time, small businesses in Ukraine face significant challenges. About 64% of enterprises were forced to completely or partially suspend their activities in the first months of the war. However, by October 2023, 91% of these companies had resumed operations, demonstrating the resilience and flexibility of entrepreneurs in crisis conditions. Key challenges for businesses include difficulties in accessing financing, disruptions in supply chains, limited investment resources, and challenges in restoring production capacities.

Special attention is given to the role of government business support programs. The article analyzes the impact of grant initiatives and preferential loans on entrepreneurs' economic activity. Programs such as "eRobota," "Affordable Loans 5-7-9%," and initiatives by international organizations like USAID are examined. These programs help attract financial resources, support startups, and restore business activities in regions most affected by the war.

The need for a comprehensive approach to business recovery is substantiated, which includes not only financial support but also improving the regulatory environment, enhancing business conditions, and fostering partnerships between the government, the private sector, and international donors. The study results indicate that further development of entrepreneurship in Ukraine requires an integrated approach, including improving government support tools, promoting business digitalization, and implementing adaptation programs that align Ukrainian businesses with EU business principles and standards, such as the "Circular Economy" and the "European Green Deal."

Economic and managerial transformation of the developer's business portfolio in the context of innovative development and operational multistructurality

2025-05-13T17:29:36+03:00

The article explores the conceptual and applied foundations of the economic and managerial transformation of the business portfolio of developer enterprises in the context of increasing complexity, multiproject orientation, and digital adaptation of the modern construction environment. The authors emphasize the multiproject nature of construction development as a prerequisite for shaping new management strategies based on analytical support, indicative control, and flexible digital monitoring. The study highlights the role of project attribution in building an effective enterprise portfolio, taking into account such parameters as project type, life cycle stage, institutional conditions, innovation orientation, sources of financing, and the degree of digitalization. The research conceptualizes analytical support for the multiproject environment as an element of managerial maturity, ensuring adaptability and strategic resilience for the developer. The evolution of analytical approaches is revealed — from financial-budgetary models to platform-based knowledge management systems built on real-time data, BIM modeling, digital twins, and multidimensional visualization. Three directions for the development of the digital diagnostics system are identified: digital-platform-based, institutional-systemic, and methodological. The components of the integrated analytical system are described, including data hubs, indicative modules, multilevel risk analysis, digital dashboards, scenario planning tools, and stakeholder interaction mechanisms. It is concluded that analytical and digital transformation of the developer's business portfolio serves as a key tool for gaining competitive advantages in the turbulent and digitalized landscape of the modern market.

SMART organization of construction: indicators of economic modernization and adaptation to environmental risks in modern development

2025-05-13T18:17:48+03:00

The article explores the conceptual foundations for implementing SMART management models in construction under the conditions of the industry's digital transformation, the increasing complexity of the project environment, and growing demands for the efficiency and flexibility of managerial decisions. It substantiates that SMART approaches, based on the principles of specificity, measurability, achievability, relevance, and time-bound orientation, are transforming into a holistic management concept for organizing operational interaction among construction stakeholders. The focus of the research is the integration of digital tools (BIM, ERP, IoT, blockchain, cloud services) into a management system built on adaptive control, risk forecasting, and information transparency.The authors identify key priorities of SMART transformation in operational systems: planning flexibility, digital integration, precision in resource provision, forecasting of costs and timelines, transparency of managerial processes, stakeholder interaction, adaptability to change, quality control, accountability, and risk management. For each of these priorities, relevant KPI indicators are defined, allowing for the formalization and evaluation of managerial decision-making effectiveness at all stages of project implementation. Particular attention is given to the economic-managerial and institutional imperatives of modern risk management, especially the need to integrate risk control into strategic planning, apply intelligent data analysis technologies, and establish institutional interaction between the private and public sectors. It is concluded that SMART construction management models are not only a means of enhancing operational efficiency but also a platform for developing resilient and antifragile enterprises in a dynamic market environment.

Pneumatic Formwork as an Effective Method for Constructing Underground Structures

2025-05-13T18:27:08+03:00

In modern underground construction, one of the key directions is the implementation of innovative technologies that significantly enhance the efficiency of building projects, reduce time costs, and ensure high-quality structures. One such technology is pneumatic formwork, which opens up new possibilities for the construction of various underground facilities. This technology, which involves using a durable membrane shell filled with air under high pressure, can be adapted for constructing different types of underground structures. Pneumatic formwork can be particularly effective in the construction of subway tunnels, one of the most complex and labor-intensive underground projects. It enables a significant reduction in the time required for formwork installation and improves the technical and economic efficiency of building shallow-depth tunnels. Additionally, pneumatic formwork has great potential for use in the construction of other underground structures, such as bomb shelters, protective shelters, storage rooms, underground power stations, and drinking water reservoirs.

The application of pneumatic formwork is particularly promising in the construction of shallow-depth metro tunnels, where the specific structural requirements and constraints of the construction process demand the use of compact and rapid manufacturing and installation technologies. One of the main advantages of this technology is its ability to quickly adapt to various project requirements, including the shape and size of the structure. Pneumatic formworks can be produced in various shapes and sizes, depending on the specific needs of the underground facility. This flexibility allows for the construction of not only tunnels but also other essential infrastructure projects, from civil shelters to critical infrastructure facilities.

The purpose of this article is to explore the potential use of pneumatic formwork in the construction of various underground facilities, such as metro tunnels, bomb shelters, protective shelters, and other infrastructure projects, as well as to assess its technical advantages and potential in the context of modern challenges.

Process-structural transformations as a vector for forming an innovative platform for modern construction development

2025-05-13T18:36:09+03:00

The article examines process-structural transformations as a key vector for modernizing development activities in the context of digitalization, growing complexity of project environments, and evolving interaction models among market participants. The authors argue that the transition from fragmented management to integrated systems is a prerequisite for enhancing efficiency at all stages of a construction project's life cycle. The focus is placed on new organizational models based on adaptability, partnership, and digital synergy. The study reviews recent research on economic and managerial evaluation of development, emphasizing the importance of implementing innovative tools to strengthen the market position of enterprises. The article provides an in-depth analysis of the evolution of economic and institutional approaches to forming a developer’s portfolio — from classic profit-oriented models to modern strategies that incorporate stakeholder, environmental, and regulatory considerations. A typology of business models for managing a development portfolio is presented, including platform-based, circular, digital, partnership, and service models. Their authorship, practical applications, and key performance indicators are identified. In the final section, the paper explores models for the targeted selection of performance indicators of construction enterprises, their etymological origins, methodological basis, and structural classification of diagnostic systems. The research findings can be applied in developing adaptive management models under conditions of environmental turbulence and growing demands for transparency and performance in the construction sector.

Methodological and practical analysis of the prerequisites and starting conditions for the business transformation process

2025-05-13T18:46:01+03:00

The article is devoted to the methodological and practical analysis of the prerequisites and starting conditions for the business transformation process. In today's conditions of globalization and rapid changes in the market, businesses are forced to constantly adapt their strategies and operational processes in order to remain competitive. Business transformation, as a process of significant changes, requires a clear understanding of the prerequisites that determine the success of such changes. This includes not only the analysis of external factors, such as changes in the economic environment, new technologies and regulations, but also internal aspects of the business: the structure of the organization, corporate culture, management practices and financial stability. The article analyzes the key stages necessary for successful business transformation and offers practical recommendations for companies that want to carry out this transformation effectively and with minimal losses. The importance of building adaptive strategies, flexible management models and active implementation of innovations to ensure successful transformation is emphasized. The use of various change management methods is also considered, in particular, the use of strategic management principles, monitoring and evaluation of the results of transformation initiatives. The article concludes with the conclusions that successful transformation requires a comprehensive approach that includes management of all levels of the business and the ability to adapt to a rapidly changing environment. Since transformation requires resources and time, the article emphasizes the importance of change planning and risk management to achieve sustainable development and increase the efficiency of the company. Additionally, for successful transformation, it is important to invest in improving the skills of employees, adapt to new technologies and continuously improve internal processes. Special attention is also paid to maintaining open communications between all levels of the organization to ensure the integration of changes and minimize resistance to change. The implementation of these approaches can help companies not only remain competitive, but also occupy leading positions in the market.

Strategic directions for strengthening economic security and developing competitive advantages of construction companies

2025-05-13T18:58:22+03:00

In the current conditions of the development of the Ukrainian economy, the competitiveness of construction enterprises is a key criterion of their effectiveness, which determines market stability and prospects for further development. Ensuring a high level of competitiveness depends on the ability of the enterprise to produce products that meet modern requirements for quality, manufacturability and costs for its creation and implementation. At the same time, existing problems associated with an insufficient level of management, the lack of clear strategies, economic goals and evaluation criteria, significantly complicate the task of achieving competitive advantages.

It has been studied that to effectively increase competitiveness, it is necessary to implement systemic measures: update technologies and equipment, conduct regular marketing research, assess the strengths and weaknesses of competitors, determine one's own potential and choose the most profitable competitive strategies. It has been determined that a promising direction for increasing competitiveness is the introduction of functional innovations that optimize the organization of the production process, reduce costs and improve product quality.

It is proposed to pay special attention to benchmarking as an effective tool for increasing competitiveness, which allows enterprises to systematically study and implement the best practices of leading companies in the industry, compare their own results with reference indicators, and constantly improve business processes.

A comprehensive methodology for assessing the competitiveness of enterprises is proposed, which is based on a formalized mathematical apparatus and allows taking into account the specifics of enterprises, the availability of information, and the peculiarities of the market, which will contribute to increasing efficiency and profitability in conditions of increased competition.