Proceedings of the International scientific and practical conference ―Science and Society‖ (February 26-28, 2026) / Publisher website: www.naukainfo.com. – Kharkiv, Ukraine, 2026. - 355 p.

9 Keywords : digital strategy; organizational change; dynamic capabilities; resilience; IT operating model; digital leadership; Industry 5.0; global crisis; StrategyOps. Introduction In a global crisis, the limiting factor of digital strategy is rarely the availability of technology; it is the organization‘s capacity to change—fast, coherently, and with accountability. Crisis conditions increase the penalty for misalignment between strategy, operating model, and delivery mechanisms, while simultaneously reducing the time available for consensus-building and gradual adoption. As a result, enterprises face a dual requirement: they must modernize digital capabilities (data, platforms, automation, AI) and redesign organizational mechanisms (governance, roles, incentives, competencies, and routines) that convert those capabilities into measurable development outcomes. The central problem is that many enterprises still approach digital strategy as a set of initiatives, whereas crisis environments require it to operate as a continuously managed system with explicit decision gates, rapid resource reallocation, and disciplined change adoption. Literature review In work [1], Hanelt et al. synthesize digital transformation research and show that digital transformation is fundamentally a strategy-and-organization change phenomenon, pushing firms toward more malleable designs and ecosystem-driven adaptation; however, the gap is that the literature remains stronger in mapping themes than in specifying a crisis-ready change design that translates transformation intent into concrete governance cadence, decision rights, and adoption mechanisms. In work [2], Plekhanov et al. provide a large-scale review and research agenda for digital transformation and emphasize the need to connect transformation to firm strategy and operations across multiple organizational layers; yet the ―how‖ of implementation is still fragmented, particularly regarding sequencing organizational redesign (structures, incentives, portfolios) under high uncertainty and time pressure. In work [3], Ellström et al. identify dynamic capability routines that enable digital