Model for the development of a long-term forecast for the development of fundamental and exploratory scientific research in the context of the implementation of strategic planning documents in Russia

DOI: 10.33917/mic-1.102.2022.5-21

The article deals with the regulatory and legal grounds and the subject of development of the forecast for the development of fundamental and exploratory scientific research. Provisions, factors and conditions regulating the formation of this forecast have been developed. Proposals for the development of information and expert support of the forecast are formulated.


1. Scenario conditions for a long-term forecast of the socio-economic development of the Russian Federation until 2030 / Ministry of Economic Development of Russia. M., 2013. URL:

2. Mindeli L., Ostapyuk S., Chernykh S. Long-term forecasting of the development of fundamental science in Russia: methodological aspects // Society and Economics. 2017;10:5–22. (In Russ.).

3. Sidelnikov Yu.V., Minaev E.S. Technology of expert scenario forecasting. M.: MAI Publishing House, 2017.

4. Zubova L.G., Mindeli L.E., Motova M.A. et al. Methodological aspects of developing a long-term forecast of scientific and technological development / TsISN // Information Bulletin. 2004;6:31–74. (In Russ.).

5. Mindeli L.E., Ostapyuk S.F., Fetisov V.P. On the organization of long-term forecasting of fundamental and search scientific research // Economics and Mathematical Methods. 2019;55(1):56-67. (In Russ.).

6. Ostapyuk S.F. Conditions, stages, features and information support of the procedure for forecasting the development of fundamental and exploratory scientific research. Collection of articles on the results of the international scientific-practical conference «The state and trends in the development of science, technology and innovation». M.: IPRAN RAS, 2021. (In Russ.).

7. Makosko A.A., Abrosimov V.K. On forecasting the development of science as a task of weak artificial intelligence (conceptual approach) // Innovations. 2018; 9 (239):13–19. (In Russ.).

8. Pletnev K.I., Lazarenko N.E. Expertise in the scientific and technical sphere: methodology and organization. M.: Publishing House of the RAGS, 2003. (In Russ.).

9. Dushkin R.V. Why hybrid AI systems are the future // Economic strategies. 2018;156:84–93. (In Russ.).

10. Russell S., Norvig P. Artificial intelligence. Modern approach. 2nd ed. M.: Williams, 2006.

11. Marcus G. Deep Learning: A Critical Appraisal. New York University, 2017. Cornell University Library. URL:

12. Sokolov A.V. Foresight: a look into the future // Foresight. 2007;1(1):8–15. (In Russ.).

13. Novikov D.A., Chkhartishvili A.G. Active forecast. M.: IPU RAN, 2002. (In Russ.).

14. Belousov D.R., Frolov I.E. Long-term scientific and technological forecast: construction methodologies, contours of the technological future, development scenario // Foresight. 2008; 2(3):54-67. (In Russ.).

15. Website of the Council for Science under the Ministry of Education and Science of the Russian Federation. URL:

Development of the Strategic Management System in the Context of Digitalization


The introduction of digital technologies has a significant impact on the development of the entire public administration system and its most important element — the strategic planning system. Modern digital intelligent technologies and the work of government bodies based on the advanced achievements of management science and the unity of methodological approaches make it possible to raise the strategic planning system to a qualitatively new level. The key to success is the coordinated development of both the public administration system itself and the nationwide information and control systems. The authors, based on the analysis of the content of strategic management activities and the information used for this activity, formulated general approaches to the choice of information technologies to ensure the implementation of the stages of strategic  management.


1. Putin V.V. Zasedanie Soveta Bezopasnosti 27 sentyabrya 2021 g. [Meeting of the Security Council on September 27, 2021. Ofitsial’nyi sait Prezidenta RF, available at:

2. Ukaz Prezidenta RF ot 8 noyabrya 2021 g. N 633 “Ob utverzhdenii Osnov gosudarstvennoi politiki v sfere strategicheskogo planirovanii v Rossiiskoi Federatsii” [Decree of the President of the Russian Federation of November 8, 2011 No. 633 “On Approval of the Fundamentals of State Policy in the Sphere of Strategic Planning in the Russian Federation”]. Garant, available at:

3. Kudryashova E.V. Informatsionnye tekhnologii dlya strategicheskogo planirovaniya v Rossii: etapy razvitiya i perspektivy [Information Technology for Strategic Planning in Russia: Development Stages and Prospects]. Gosudarstvennaya vlast’ i mestnoe samoupravlenie, 2021, no 2, pp. 36–40.

4. Andreeva Z.K., Baryshnikov P.Yu., Zhurenkov D.A., et al. Strategicheskoe tselepolaganie v situatsionnykh tsentrakh razvitiya [Strategic Goal-setting in Situational Development Centers]. Pod red. V.E. Lepskogo, A.N. Raikova. Moscow, Kogito-Tsentr, 2018, 320 p.

5. Kupryashin G.L., Shramm A.E. O printsipakh datatsentrizma, setetsentrizma i komandnotsentrizma v kontekste informatizatsii gosudarstvennogo upravleniya [On Principles of Data, Network, and Chain-Of-Command Centricity in the Context of Digital Governance]. Gosudarstvennoe upravlenie. Elektronnyi vestnik, vyp. 76, 2019, October.

6. Zatsarinnyi A.A., Il’in N.I., Kolin K.K., et al. Situatsionnye tsentry razvitiya v polisub”ektnoi srede [Situational Development Centers in a Multi-subject Environment]. Problemy upravleniya, 2017, no 5, pp. 31–42.

7. Kaplan R., Norton D. Strategicheskie karty. Transformatsiya nematerial’nykh aktivov v material’nye rezul’taty [Strategic Maps. Converting Intangible Assets into Tangible Results]. Moscow, Olimp-Biznes, 2005, 512 p.

8. Kaplan R., Norton D. Sbalansirovannaya sistema pokazatelei. Ot strategii k deistviyu [The Balanced Scorecard. From Strategy to Action]. Moscow, Olimp-Biznes, 2017, 320 p.

Proposals for Creating an Effective Mechanism for Implementation of the Long-term Socio-economic Strategy of Russia


Today, in a complicated macroeconomic and geopolitical environment, Russia requires fundamentally new approaches to creating an effective long-term socio-economic development strategy. The Government of the Russian Federation has created a federal information system for strategic planning through the state information system “Management”, collection of data on implementation of strategic planning documents is going on.

Currently, there are thousands of strategic planning documents, but it is still missing a unified management of the country’s economic system based on these documents, federal government does not have feedback from regions and enterprises, which could allow coordinating the development goals and objectives of the country as a whole and individual industries and regions.

In this regard, the issue of developing effective methods for converting strategic planning and management of the Russian economy into operational terms is particularly urgent — from a set of thousands of documents, individual strategies and plans to an operate management system with feedback.

Application of the toolkit for intersectoral and interregional  economic balances, transport-economic and fuel-energy balances, in that respect, seems to be one of the priorities. It is also necessary to calculate financial, trade balances, balances of payments, of labour resources, which have always been and still remain necessary elements of economy forecasting and planning. Along with this, it seems appropriate, analyzing the state and prospects of individual industries development to use balance methods within the same industry, showing the ratio of “costs — issue”, balances of fixed assets, based on depreciation degree, the level of renewal, investments.



1. Leont’ev V.V. Ekonomicheskie esse. Teorii, issledovaniya, fakty, politika [Economic Essays. Theory, Research, Facts, Politics]. Moscow, Politizdat, 1990, p. 230.

2. Veduta E.N. Mezhotraslevoi-mezhsektornyi balans, mekhanizm strategicheskogo planirovaniya ekonomiki [Inter-industry-cross-sectoral Balance, Mechanism for Strategic Economic Planning]. Moscow, Akademicheskii proekt, 2016, p. 141.

3. Materialy seminara «Razvitie metodologii prognozirovaniya ekonomiki Rossii na baze mezhotraslevogo i mezhregional’nogo kompleksa» [Proceedings of the Seminar “Developing Methodology for the Russian Economy Forecasting on the Basis of an Inter-sectoral and Cross-regional Complex”]. Moscow, OAO «IERT», 2014, p. 56.

Spatial Development Strategy: Identification Problems of the Russian Promising Economic Specializations


The Spatial Development Strategy (Strategy) needs a radical overhaul, and the priority actions should detail the promising economic specializations of the Russian regions. Methodological and substantive gaps are actively discussed by analysts and the academic community. At the same time, the fact of the absence of one of the constituent entities of the Russian Federation dropped out of account, and therefore, the detailed elaboration of promising activities contains only 84 out of 85 regions. In the presented study, a quantitative analysis of promising economic specializations of the constituent entities of the Russian Federation was made based on a comparison of the Strategy data with the NACE. There is given a constructive criticism of the applied system for identifying the industry specialization of the subjects of the Russian Federation based on the NACE’ approach. There are done recommendations on primary measures in identifying the industry specialization of the Russian state. The results of the study confirm the need for a radical revision of the classification of industry specialization of the constituent entities of the Russian Federation

Fundamentals and methods of forming a database of intellectual property of organizations

DOI: 10.33917/mic-5.94.2020.18-25

In modern economic conditions, enterprises that produce high-tech products rely on their existing competencies based on various objects of intellectual property. In this regard, the competitiveness of high-tech enterprises is directly dependent on the efficiency of the use of intellectual property. Thus, there is a problem of constructing mechanisms that allow describing intellectual property objects of knowledge-intensive enterprise and performing their information analysis, which justifies the relevance of forming the organization’s intellectual property database.

Mission of the Territory: How to Develop It and is it Needed at All?

DOI: 10.33917/es-8.174.2020.126-135

There is no generally accepted definition of a territory’s mission either in Russia or abroad. So is it worth including a mission in the strategy of socio-economic development of a territory and what definition of the mission is better to choose? To answer these questions, a content analysis of Russian and foreign definitions of the territory’s mission has been carried out, from which common units of meaning were identified.

It was established that a number of semantic units in definitions of the territory’s mission and the mission of organization coincide. However, from the point of view of the mission statement, there are a number of significant differences between a territory and an organization, which makes some definitions of the territory’s mission hardly applicable in practice.

Conclusion is made: it is better to define the territory’s mission through its role in the external environment, functions and unique features of the territory. The article examines advantages and disadvantages of alternative options: not to develop a mission at all or to develop it in a purely formal way. Practical recommendations on developing a territory mission, examples from Russian and foreign experience are given

Development of program and target management in Russia

DOI: 10.33917/mic-6.95.2020.5-20

The purpose of this work is to prepare proposals for further development of the methodology and tools for target management in the Russian Federation. The article addresses the following issues: 1) as a result of the analysis of domestic and foreign scientific sources, as well as regulatory documents of the Russian Federation in the field of strategic planning, the main directions for its further improvement are formulated; 2) a methodological approach to the development of state programs for economic and social development of the country is proposed; 3) the expediency of using the coefficients of relative and absolute importance (mutual utility), as well as the method of hierarchy analysis (MAI), when optimizing the distribution of resources between alternative directions – branches of the “tree of goals and objectives” of state programs is justified); 4) methods of forming an information base for calculating the volume of resource support for state programs (standards: specific capital investment, the maximum consumption of the most important types of material resources and the specific labor intensity per unit of the parameter reflecting the main consumer quality of the product) are proposed.

Comparison of Methodologies for Strategic Forecasting and Planning of Economic Development in Developed Countries and Russia

DOI: 10.33917/es-7.173.2020.24-31

The authors considered the organization of strategic planning and forecasting of five countries that are among the world’s economic leaders — USA, Great Britain, Germany, France, Japan and Russia. The main features of the organization of the process of strategic planning and strategic forecasting in these countries are revealed, and a brief description of the organizational paradigms in the area under consideration is given. The purpose of the article is to determine the possibilities of borrowing in the field of methodology of strategic planning and forecasting. While there are no borrowing problems in the field of technical forecasting methods, there are a number of obstacles in the organizational field, determined by various factors. The authors identified nine such factors, and concluded that the prospects for the development of strategic planning and forecasting in Russia lie outside the directly specified area

Methodical approach to managing sustainable development in the electric power complex of Russia

The article shows the approach to the organization of interaction between the state, energy companies and power engineering companies for the purpose of sustainable development of the electric power complex of Russia. The necessity in the preparation of strategic plans for the development of enterprises complex evaluation and accounting not only the best available technologies, but also the best available resources, including human resources.

Using Contract Forms of Cooperation Between the Business and the State for Strategic Planning Documents Implementation

DOI: 10.33917/es-4.170.2020.126-133

Nowadays economic development governance needs immediate restructuring in accordance with institutional requirements of the new technological mode and world-economy system. The shift to these systems is intermediated by the world financial-economic crisis aggravation. The article considers an promising and qualifying arrangement of the state and the enterprises — contracting mutual obligations. There is a detailed review on a recently implemented in the law framework instrument — agreements on protection and encouragement of capital investments. It is suggested to enhance existing set of tools for strategic planning realisation with the multilateral special agreements — target contracts. Parties to contract can be not only public-law entities but also banks, development institutes, educational and scientific institutions.