Structural and analytical characteristics of the integrated model of strategic business units in development companies
DOI:
https://doi.org/10.32347/2707-501x.2026.57(1).321-333Keywords:
strategic business units, development company, integrated model, portfolio management, structural characteristics, organizational-functional blocks, resource synergy, strategic coordinationAbstract
The structural and analytical characteristics of the integrated model of strategic business units in development companies are presented as a multidimensional system of organizational, financial, marketing, and coordination contours combined within a unified portfolio management architecture. The integrated model is interpreted as a dynamic configuration of interrelated modules that ensures strategic alignment, resource synergy, and long-term corporate sustainability. The specificity of development business lies in the interdependence of investment flows, construction processes, and market strategies, which necessitates coordination of strategic business units within a corporate center.
In the structural dimension, the model includes operational, investment-financial, marketing-analytical, and managerial-coordination blocks forming a closed management system. The analytical component is based on the use of multifactor methods for assessing profitability, risk exposure, and innovative potential of each business unit. Rating approaches enable the determination of the contribution of individual projects to the corporate portfolio and facilitate the rational redistribution of resources.
The evolution of theoretical approaches to integrated models – from diversification logic to concepts of dynamic capabilities and digital integration – demonstrates a gradual transition from static structures to adaptive management configurations. The modern integrated model combines organizational, functional, and informational dimensions, ensuring a balance between stability and flexibility.
Organizational and functional blocks act as centers of value creation, and their synergy forms the strategic integrity of the company. The integration of digital technologies (BIM, ERP, CRM, BI) enhances analytical capabilities and transparency of interaction between blocks. As a result, the model acquires the properties of a self-regulating system capable of maintaining competitiveness in a dynamic development environment while ensuring strategic alignment of the interests of investors, contractors, and end-users of real estate.
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