Epic Fail of BigTech Digital Transformation. Where is the Key to Level Up? [Epic Fail of Digital Transformation of Transnational Corporations. Where is the Key to a Level up Management?]

DOI: https://doi.org/10.33917/es-4.184.2022.46-55

World trend of the XXI century — Industry 4.0 and digital platforms. In 2014, General Electric (GE) partnered with Big Tech giants — AT&T, Cisco, IBM and Intel — to take control of the global manufacturing industry created the Industrial Internet Contributors Association (Industry IoT Consortium IIC). By 2021, the IIC included Microsoft, Hewlett-Packard, Accenture, Huawei, Bosch, EMC, SAP, Siemens, SAS and others. GE together with BigTech created the industrial cloud platform Predix, declaring it to be practically an “operating system” for factories, analogous to Android or iOS in the world of machines, the language of the industrial Internet.

However, in 2020 GE and Predix suffered a devastating fiasco.

The article provides an analysis of the root causes and problems, and formulates the requirements for digital platforms of industrial software. The author describes alternative solutions and new principles for implementing digital transformation of Industry 4.0 based on the closing technologies of digital genesis, graph-centric platforms, tools, models and systems of collective conscious scientifically based balanced management (industrial, corporate, social, state). Closing technologies offered by Russia have got an enormous social and political resource.

Digital transformation in the context of socio-economic development of regions: problems and prospects

DOI: 10.33917/mic-2.103.2022.65-74

The article defines the purpose of the study, which is to identify the most pressing problems of digital transformation at the regional level. A brief description of the digital transformation strategies of several subjects of the Russian Federation, differing in the level of socio-economic development, is presented. The authors also present a comparative analysis of the regions in six mandatory areas of digitalization. It is concluded that it is necessary to create an appropriate infrastructure, including new models of interaction between business, scientific organizations, authorities and, as a result, the formation of a high level of public confidence in the reliability and security of digital infrastructure.


1. Voronina E.V., Ushakova E.V., Fugalevich E.V. Digital transformation of the activities of regional authorities as a form of crisis mitigation // Creative Economy. 2022;16(1):37. (In Russ.). doi: 10.18334/ce.16.1.114146

2. Dobrolyubova E.I., Yuzhakov V.N., Efremov A.A., Klochkova E.N., Talapina E.V., Startsev Ya.Yu. Digital future of public administration based on results.  M.: Publishing house «Delo» RANEPA, 2019.  pp. 37-38. (In Russ.).

3.  Pechatkin V.V., Vildanova L.M. The level of digitalization of types of economic activity as a factor of their competitiveness in a pandemic // Issues of innovative economics.  2021;11(1):48. (In Russ.).

4.  On the Strategy for the Development of the Information Society in the Russian Federation for 2017-2030: Decree of the President of the Russian Federation. URL: http://www.kremlin.ru/acts/bank/41919

5.  Strategy in the field of digital transformation of the sectors of the economy, social sphere and public administration of St. Petersburg: approved at an expanded meeting of the Presidium of the Council for Strategic Development and Project Activities in St. Petersburg, protocol No. 6 of 25.08.2021. URL: https://digital.gov.ru/uploaded/files/protokolrasshirennogozasedaniyasoveta25082021.pdf

6. Strategy in the field of digital transformation of the sectors of the economy, social sphere and public administration of the Republic of Tatarstan: approved by the Resolution of the Cabinet of Ministers of the Republic of Tatarstan dated August 18, 2021, No. 748. URL: https://pravo.tatarstan.ru/rus/file/npa/2021-08/828959/npa_828960.pdf

7. Strategy in the field of digital transformation of the sectors of the economy, social sphere and public administration of the Kurgan region: approved by the Order of the Government of the Kurgan region of August 19, 2021, No. 161-r. URL: //digital.gov.ru/uploaded/files/d45494549.pdf

8. Strategy in the field of digital transformation of the sectors of the economy, social sphere and public administration of the Oryol region: approved by the Order of the Governor of the Oryol region dated August 20, 2021, No. 54-r. URL: http://www.consultant.ru/regbase/cgi/online.cgi?req=doc;base=RLAW127;n=77576#uaYyXwSTwaUqy3rJ

9. Strategy in the field of digital transformation of sectors of the economy, social sphere and public administration of the Republic of Kalmykia for the period 2022-2024: approved by the Decree of the Republic of Kalmykia dated August 16, 2021, No. 36. URL: http://publication.pravo.gov.ru/Document/View/0800202108170002

Digitalization of the healthcare sector in Japan based on artificial intelligence technology: key problems and solutions

DOI: 10.33917/mic-5.100.2021.87-102

The article deals with a description and analysis of the policy of modernization of the healthcare sector implemented by the Japanese government on the basis of artificial technology, provides particular examples of some research projects and cases of practical application of the described technologies, identifies problem areas of the policy being implemented and projects being developed.

Modernization of the healthcare sector and medical services based on using of the latest digital technologies, in particular, artificial intelligence technology, is one of the key current global trends. In Russia, the digital transformation of healthcare is defined as one of the key tasks and is carried out within the framework of the National Project «Healthcare».

The study of successful examples of the introduction of artificial intelligence technology, as well as problems that hinder or slow down the integration of this technology and ways to overcome them, can be a valuable lesson for countries also involved in the development of national strategies for the development of artificial intelligence.

Supply chain management of offshore projects in the Arctic based on digital transformation

DOI: 10.33917/mic-4.99.2021.76-87

The article provides a comparative assessment of the digital maturity of the leading oil and gas companies of the Russian Federation admitted to work on the Arctic shelf (PJSC Gazprom Neft and PJSC Rosneft) in the exploration and production segment according to the stages of the «thing-digit-thing» cycle, as well as a comparison with leading practices in the field of project logistics on the shelf. It identifies approximate cost-cutting limits of digital transformation in Arctic projects and factors limiting cost efficiency of offshore projects in the Russian Arctic. The goal of the study is to identify a potential increase in digital maturity and scope of digital transformation in the Arctic project supply chain in Russia. The study is based on modern approaches to sustainable supply chain management in oil industry and supply chain streamlining for offshore projects. The article identifies a group of factors limiting cost efficiency of Arctic projects, specific to the Russian Arctic. It is established that the main factor limiting digital transformation of offshore projects in the Russian Arctic is the increasing technological underperformance of oil service companies. To build capacity in digital maturity of the offshore project supply chain, it is necessary to focus on disruptive technologies that could significantly lower the cost of oil production in the Arctic area.

Digital Transformation of National Security in the Context of Global Hybrid Threats

DOI: https://doi.org/10.33917/es-4.178.2021.60-69

In this article, the authors raise the issues of compliance (adequacy) of the ideology, approaches and infrastructure of the national security system in the light of global changes in the economy, de facto hybrid wars and ongoing natural and environmental emergencies. As a central element of preparation for such events and reaction to them, the authors considers mobilization in the classical sense, enshrined in the legislation, analyzes it for compliance with current hybrid threats, and also suggests new approaches to the digital transformation of the complex system of national security and mobilization, in particular

Impact of the COVID-19 pandemic on the management of high-tech industries in the context of their digital transformation: challenges and new opportunities

DOI: 10.33917/mic-3.98.2021.39-44

The COVID-19 pandemic has brought about significant changes in business management, creating several challenges and opening up new opportunities for development. The purpose of the study is to formulate recommendations for business management in a pandemic and post-pandemic period. The authors concluded that the pandemic not only caused problems, but also opened up new opportunities in the context of digitalization. The recommendations for business management proposed by the authors are to use the possibilities of digital economy and flexible approaches to management, to increase information security, to optimize resources as well as to prioritize projects in terms of their economic efficiency.

Improvement of approaches to the construction of management decision support systems at the enterprises of high-tech industries of Russia in the implementation of innovative projects in the modern conditions of their digital transformation

The article describes the main decision support systems that provide the ability to manage enterprise resources. It reveals their advantages and disadvantages. It is shown that in modern conditions of digital transformation of enterprises and the necessity to increase the share of civil products up to 50% by 2025 in Russian high-tech enterprises, it is extremely important to introduce decision support systems. However, taking into account a closed nature of many such enterprises, as well as a number of shortcomings of systems, the article proposes a proprietary approach to building decision support systems that allows to manage a product life cycle while implementing innovative projects and gives an opportunity to assess its competitiveness and align its marketing strategy taking into account external factors, including risks.

Organization and economic mechanism of functioning of the dental clinic

DOI: 10.33917/mic-2.91.2020.49-56

The necessity of actualization the concepts in part of stomatological practice in a changing economic paradigm is substantiated. A conceptual apparatus has been developed that reflects the role, place and functionality of dental practice in the economy of our country. The semantic load of the specified categories corresponds to the prevailing economic conjuncture and established norms of economic practice. The use of specified categories in professional activities will allow scientists and practitioners to avoid misunderstandings, to achieve mutual understanding regarding the interpretation of organizational, economic, regulatory, medical, dental, and other aspects of the studied type of activity.Right arrangement of content will contribute to the intensive development of dental practice and the solution of priority tasks in terms of its regulation.

Formation and implementation of innovative projects at enterprises of high-tech industries of Russia in the context of their digital transformation

Current trends in economic, scientific and technological development require the transformation of approaches to the management of economic systems and projects. In this regard, the article considers a modern approach to the implementation of innovative projects – a competitive one. Its basic principles, as well as the key stages in the successful implementation of innovative projects, are disclosed. The first step is the right choice of the project. The authors propose an algorithm for evaluating and ranking projects when building a decision support system at Russian enterprises in high-tech industries. One of the most important stages of the project implementation is the formation of an effective project team. Taking into account digital transformation trends, an approximate authorial matrix of digital competencies for the formation of such a team is proposed.

Role of the Industrial Complex for the Country’s Sovereignty in the New World Order and Emergence of the IT Industry After Digital Transformation of Society

DOI: 10.33917/es-1.167.2020.82-91

The quality of industrial complex (IC) is crucial for the country’s sovereignty and the living standard of people in the context of survival and development in the new world order. Therefore, IC is increasingly becoming an object of competition and an instrument of some countries’ pressure on the other. However, the terms “industry” and “industrial complex” in the scientific economic community and government bodies do not have a generally accepted scientific definition. It is important to understand that the IT model of a developed state, with regard to digital transformation, should also include IT and a socio-strategic unit. Given these factors, the structure of an ideal IC model of a developed state in the emerging information society is proposed. The IC structure, along with industrial groups A and B (the means of production and consumer goods) includes new industry groups: C + D groups (manufacturing universal products — energy-electricity and information-knowledge) and X group (production of public and collective goods contributing to the state goals).