DOI: 10.33917/mic-2.127.2026.44-52

The article is devoted to substantiating the importance of the concept of dynamic economic security of an enterprise in the context of digital transformation and high turbulence of the external environment. The limitations of traditional static models of «perimeter» protection, which lose their effectiveness due to information overload and non-linearity of economic processes, are analyzed. The hypothesis is substantiated that the level of security of modern business is determined by the quality and speed of management decisions. A dynamic security architecture based on a symbiosis of artificial intelligence (for 24/7 operational response) and collective intelligence (for strategic thinking) is proposed. The necessity of transition from extrapolation forecasting to scenario modeling and management of a multi-criteria choice is argued. The principles of business resilience are formulated as the ability to maintain a development trajectory through controlled changes and cognitive convergence of heterogeneous data.

References:

[1-21] See in no. 1/2026, p. 50-52.

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30. McGrath R.G. The End of Competitive Advantage (translated from English by V.N. Egorova). Moscow: Binom. Lab. of Knowledge, 2013. 248 p.

31. Abramov V.I., Gordeev V.V., Stolyarov A.D. Digital Transformation of Industrial Enterprises into Digital Business Ecosystems: Structural Components and Practical Aspects of Implementation. Fundamental Research. 2024;9:78-85. DOI 10.17513/fr.43680

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DOI: 10.33917/es-2.206.2026.62-67

The article examines the problems of using a systems approach in modern management. Despite its recognized value, its widespread use is constrained by a key problem — the difficulty of developing systems thinking in managers. The authors note that only a small part of the developed strategies is implemented in practice, which is directly related to the deficit of this type of thinking. As a solution, it is proposed to use artificial intelligence (AI) tools that do not replace, but significantly enhance human cognitive abilities. The article contains a specific proposal for creating an ecosystem of AI assistants consisting of five interconnected modules. It is concluded that AI acts as the very “lever” that allows us to overcome the elitism of the systems approach and realize its potential in mass management practice.

References:

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DOI: 10.33917/mic-1.126.2026.12-26

The article examines models, factors, and conditions for Russia’s development of scientific and technical potential, and suggests a number of adjustments to the regulatory system governing scientific and technological advancement in education, research, and industry, which could serve as a basis for a set of actions aimed at enhancing strategic management and securing Russia’s technological independence.

References:

1. Afanasyev A.A. Technological sovereignty as a scientific category within the system of contemporary knowledge. Economics, Entrepreneurship and Law. 2022;12(9):2377-2394.

2. Lenchuk E.B. Scientific and technological development as a strategic national priority of Russia. The economic revival of Russia. 2022;1 (71):58-65.

3. Kalinenko N.L. Import Substitution and Technological Sovereignty. Education and Law. 2023;11:87-91.

4. Yurevich M.A. Technological sovereignty in Russia: Concept, measurement and possibility of achieving it. Questions of Theoretical Economics. 2023;4:7-21.

5. Shkodinsky S.V., Prodchenko I.A., Matyuhin V.N. Contours of modern Russia’s industrial policy to ensure the country’s technological independence. Bulletin of the Eurasian Scientific Journal. 2024;6(1):3-12.

6. Ostapuk S.F., Kupriianova L.P., Fetisova V.P. Organizational and legal solutions to ensure technological sovereignty. Moscow, INFRA-М, 2025. 326 p.

DOI: 10.33917/es-1.205.2026.54-61

The article examines key factors that led to the creation in the mid-2010s of two major international financial institutions as alternatives to the Bretton Woods institutions – the Asian Infrastructure Investment Bank and the New Development Bank. Based on analysis of macroeconomic indicators (gross domestic product growth, share of world trade, gold and foreign exchange reserves), imbalance between the growing economic role of the BRICS countries (especially China) and their limited influence in traditional international financial institutions is demonstrated. It is emphasized that AIIB and NDB have become a response to inability of the existing global governance system to reflect new economic realities.

References:

1. Ageev A.I. Sdvigaya kontinenty: Slovo glavnogo redaktora [Shifting Continents: The Editor-in-Chief’s Word]. Ekonomicheskie strategii, 2024, no 5, p. 5.

2. Khellener E. Krizis statusa-kvo: global’noe finansovoe upravleniya posle krizisa 2008 g. [The Status Quo Crisis: Global Financial Governance After the 2008 Meltdown]. N.Y., Oksford Yuniversiti Press, 2014.

3. Stubbs R., Ueyd R. Global’noe ekonomicheskoe upravlenie: vyzovy i perspektivy [Global Economic Governance: Challenges and Prospects]. Global Policy, 2021, vol. 12, no 3.

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5. Aziatskiy bank razvitiya. Strategiya-2030 [Asian Development Bank. Strategy’2030], available at: https://www.adb.org/sites/default/files/institutionaldocument/435391/strategy-2030-main-document.pdf

DOI: 10.33917/mic-2.127.2026.53-60

This scientific article systematizes the key characteristics of networked production systems through a complex set of technical, technological, organizational, information, and management components. Four vectors for implementing the network approach are identified: networked resource combination; networked delivery of finished parts; creating conditions for network participants through a rating system, crowdsourcing, and distributed project financing; and creating a favorable climate for the digital retirement of obsolete elements, ensuring dynamic updating of the network composition and the redistribution of resources in favor of the most effective participants. The author’s methodology and results for calculating the economic impact are also presented.

References:

1. Abdikeev N.M. The concept of competitive value chains in production systems as an institutional structure functioning on network principles / N.M. Abdikeev, A.A. Losev, A.I. Gaidamaka. Computational Nanotechnology. 2019;6(3):61-67. DOI 10.33693/2313-223X-2019-6-3-61-67.

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3. Wang C. Approaches to the principles of operation of a network organization in an automobile cluster. Scientific aspect. 2023;10(12):1194-1206.

4. Dorogov Yu.V., Ionov B.P. Optimization of production processes of a shipbuilding design bureau based on the principles of functioning of an electronic information logistics system. Marine Bulletin. 2023;1(85):47-51. DOI 10.56192/18123694_2023_1_47.

5. Zhukovskaya I.V. Segmentation of the service market: problems and solutions. Microeconomics. 2021;2:32-37.

6. Losev A.A. System of models of an inter-industry digital platform for managing and optimizing the cooperation of high-tech networked production systems / A.A. Losev, N.M. Abdikeev, A.I. Gaidamaka. Managing the development of large-scale systems, October 1-3, 2019 / Under the general editorship of S.N. Vasiliev, A.D. Tsvirkun. Moscow: V.A. Trapeznikov Institute of Control Sciences of the Russian Academy of Sciences, 2019. pp. 390-392. DOI 10.25728/mlsd.2019.1.0390.

7. Myasnikova, Yu.V. Improving the efficiency of production systems for functional control of complex products based on the formation of information systems: specialty 05.02.22 — Organization of production (by industry): dissertation for the degree of candidate of technical sciences. Samara National Research University named after Academician S.P. Korolev, Samara, 2019. 177 p.

8. Maltseva M.N., Tsvirkunov D.I. Application of lean manufacturing principles in the design of management systems and production systems. Certification. 2017;2:9-13.

9. Development of models of production and business processes of network enterprises based on multi-agent systems / Yu.F. Telnov, V.A. Kazakov, A.V. Danilov, A.A. Bryzgalov. Software products and systems. 2023;4:632-643. DOI 10.15827/0236-235X.144.632-643.

DOI: 10.33917/es-2.206.2026.68-77

The article analyzes evolution of ideas about analytics in the social systems’ management and development in relation to evolution of scientific paradigms (classical, non-classical, post-non-classical) and to the cybernetics evolution (first, second, third and fourth order). The author substantiates an interdisciplinary trend of increasing the role of subjective approach, which becomes the basis for modern perceptions of analytics. Four interrelated analytical paradigms are identified: external observer analytics, reflexive analytics, ontological analytics and meta-subjective analytics. Possibilities and limitations of each paradigm are discussed, examples from various fields of practice, including economics, are provided as well.

References:

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2. Novikov D.A. Cybernetics: from Past to Future. Heidelberg, Springer, 2016. 115 p.

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DOI: 10.33917/mic-1.126.2025.27-41

The article analyzes China’s model for achieving technological sovereignty, traces its historical evolution, describes its institutional system, outlines the key state governance tools used in this process, and provides concrete examples of outcomes achieved. Understanding China’s experience in achieving technological sovereignty through instruments and mechanisms of strategic state governance is of great relevance for implementing similar Russian plans and aligning the EAEU with China’s global Belt and Road Initiative. The scientific novelty of the study lies in identifying the institutional mechanism of the guided transition to a new technological paradigm using China as a case study, as well as in systematizing the tools of strategic state governance that enable the reproduction of technological sovereignty. The methodological basis of the study is an institutional evolutionary analysis within the framework of technological paradigm shift theory.

References:

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13. Li X., Liu Y. China’s innovation policies: Evolution, institutional structure, and trajectory. Research Policy. 2011;40(7):917-931. URL: https://www.sciencedirect.com/science/article/pii/S0048733311000709

DOI: 10.33917/es-1.205.2026.62-67

The liberal economic model, long considered the social norm, is losing its sustainability under the influence of digital technologies. Growing data connectivity and decentralization processes are creating nonlinear system dynamics that defy classical reductionist frameworks. Leaders face a dilemma: accept the exhaustion of the liberal economic model or forgo the conveniences of digitalization. This article is the first in a series devoted to the transition to a post-liberal economy.

References:

1. Deneen P.J. Why Liberalism Failed. New Haven and London: Yale University Press, 2018, 248 p.

2. Deneen P.J. Regime change. Toward a postliberal future. Sentinel, 2023. 288 p.

3. Ionin L.G. Sotsiologiya kul’tury [Sociology of Culture]. Ucheb. posobie dlya vuzov. Moscow, ID GU VShE, 2004.

4. Bashnin A.V., Ozols O.K. Kto upravlyaet IT krupnykh industrial’nykh kompaniy? [Who Manages the IT of Large Industrial Companies?]. Ekonomicheskie strategii, 2024, no 3(195), pp. 60–67, DOI: https://doi.org/10.33917/es-3.195.2024.60-67

DOI: 10.33917/mic-2.127.2026.61-72

It has been established that Leonardo da Vinci’s competitive strategies have universal principles that can be adapted to modern business. His methods of creating unique products, such as the «sfumato» technique and an individual approach to customers, correspond to modern differentiation strategies. The approach to personal brand formation and artificial scarcity anticipates modern luxury marketing practices. Leonardo’s flexible pricing strategies contain elements relevant to the digital economy. And the combination of art, engineering, and science in his work serves as a model for modern multidisciplinary strategies.

As the conducted research has shown, the basic principles of Leonardo’s competitive strategies demonstrate amazing stability over time and can serve as a valuable guideline for modern companies. This is especially true for: companies in the creative industries (design, architecture, advertising); luxury segment enterprises; innovative start-ups; premium professional services.

References:

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2. Astratova G.V. Fundamentals of marketing: a textbook. Yekaterinburg: Ural Publishing House. University, 2024. 232 p.

3. Veretennikova O.V. Consumer value as the basis of sustainable enterprise development. Trade and the market. 2022;2(3-1 (63)):94-102.

4. Kondakova Yu.A. Application of price competition methods in the digital economy (using the randomized pricing method as an example). Bulletin of Economic and Sociological Research. 2024;2:19-26.

5. Kornienko N.N. Non-price competition in a market and mixed economy. In the collection: Fundamental foundations of science. Anapa, 2021. pp. 112-114.

6. Kuzmina E.S. Personal branding in the digital age of metamodernity. Scientific papers of the North-Western Institute of Management of the Russian Academy of Sciences. 2025;16(1(68)):168-170.

7. Kuzminova T.N., Makeeva E.Z. Determination of indicators of the functioning of intangible assets to be improved and the list of works that lead to the improvement of intangible assets. In the collection: Modern financial accounting and reporting: problems and prospects of development. Moscow, 2024. pp. 53-60.

8. Laryanovsky I.S. Axiological analysis of post-non-classical scientific and technical knowledge based on the integral concept of values. Gilea: scientific bulletin. 2016;108(5):151-155.

9. Mavlyutova D.F., Sakhbieva A.I. Non-price competition as a tool for influencing consumer behavior. In the collection: Fundamental and applied research: concepts, techniques, innovations. Rostov-on-Don, 2022. pp. 358-362.

10. Novikova E.N., Martynova O.V., Antonchenko N.G. Marketing. Lecture notes. Kazan: KGEU, 2014. 100 p.

11. Odinaev F.B., Yelshin L.A. Spheres of realization of price and non-price competition in an unstable conjunctural environment. In the collection: XI International Youth Symposium on Management, Economics and Finance. Kazan, 2022. pp. 620-623.