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.

10 transformation (sensing, seizing, reconfiguring) and offer managerially relevant guidance; nonetheless, the micro-to-macro translation remains underdeveloped—how these routines become institutionalized into repeatable enterprise governance and operating-model changes during crisis. In work [4], Suleman et al. review IT operating models and show that digital transformation demands new IT function operating models with definitional clarity, components, and renewal challenges; the gap for enterprise development strategy is that IT operating model renewal is often treated as an internal IT matter rather than as a core mechanism for executing enterprise-wide digital strategy through cross-functional decision rights, funding logic, and delivery interfaces. In work [5], Joussen et al. connect resilience-oriented strategic change to dynamic capabilities and identify capability categories and microfoundations; however, there is still limited operationalization of these microfoundations into enterprise change programs that define measurable readiness, governance triggers, and adoption controls suited to crisis volatility. In work [6], Ye provides evidence that digital leadership enhances organizational resilience through employee job crafting with boundary conditions related to organizational culture; the gap is that leadership-and-culture mechanisms are rarely integrated with operating- model redesign and portfolio governance into a unified implementation logic for digital strategy. In work [7], the European Commission‘s Industry 5.0 framing elevates resilience and human-centricity as development objectives; yet it remains largely normative, leaving enterprises without a concrete implementation blueprint that balances human-centric change adoption with fast reconfiguration and digital execution under crisis constraints. In work [8], Zhang links digital transformation to organizational resilience through innovation capability and agile response and highlights the need to unpack mechanisms; still, the research gap persists around designing organization-wide change systems that deliberately produce agility (structures, incentives, routines) as an engineered outcome of digital strategy rather than as an assumed byproduct. Overall, the literature indicates a consistent gap that this thesis addresses: the field lacks an integrated, crisis-ready organizational change architecture that connects leadership and culture mechanisms, dynamic capability