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.

11 routines, and IT operating-model renewal into a measurable execution system for digital strategy. Organizational change requirements for digital strategy execution under crisis First, enterprises require a change-readiness baseline that is measurable and decision-relevant: beyond digital maturity, it must capture the organization‘s ability to reconfigure decision rights, redeploy talent, and change processes with minimal delay. This baseline should be tied to crisis-critical constraints (time-to-decision, time-to-reallocation, adoption velocity, and resilience metrics such as recovery speed and stability), aligning with the mechanism-oriented calls in resilience and digital transformation research [5], [8]. Second, digital strategy under crisis requires governance redesign: a shorter management cadence, explicit portfolio decision gates (go/pivot/stop), and clear ownership of end-to-end value streams rather than siloed functional initiatives. This responds to the recurring implementation fragmentation observed across digital transformation research [1], [2]. Third, enterprises must institutionalize dynamic capability routines as operating disciplines—continuous sensing, structured prioritization, and reconfiguration into staged projects—rather than relying on episodic transformation programs [3], [5]. Fourth, the IT operating model becomes a strategic execution layer: funding logic, architecture decision- making, cross-functional product ownership, and delivery interfaces must be redesigned so IT and business can jointly execute digital strategy at crisis speed, addressing the renewal challenges emphasized in IT operating model literature [4]. Fifth, leadership and culture mechanisms must be engineered as adoption infrastructure: digital leadership that enables job crafting, learning, and local problem-solving improves resilience, but its effect depends on culture as a boundary condition—therefore culture must be managed through explicit behavioral reinforcements and incentives rather than generic ―openness‖ narratives [6]. Finally, a crisis-proof digital strategy must align with human-centric resilience: workforce wellbeing, safety, and inclusion are not secondary constraints but determinants of sustained execution capacity, consistent with Industry 5.0 objectives [7].