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.

12 Conceptual contribution: Crisis-Ready Change-to-StrategyOps Architecture To address the identified gap, this paper proposes a Crisis-Ready Change-to- StrategyOps Architecture that treats organizational change as the execution backbone of digital strategy. The architecture links four elements: (1) Readiness-to-Act Metrics (a compact set of indicators capturing decision latency, reallocation speed, adoption velocity, and recovery performance); (2) Operating-Model Rewiring (decision rights, governance cadence, portfolio gates, and value-stream ownership); (3) Capability Reconfiguration Routines (dynamic capabilities institutionalized as repeatable cycles: sense → seize → reconfigure, decomposed into governed projects) [3], [5]; and (4) Human-Centric Adoption Infrastructure (digital leadership practices, job crafting enablement, and culture controls that keep adoption stable under pressure) [6], aligned with resilience and human-centricity principles [7]. The novelty is the explicit integration of IT operating-model renewal as a first-class mechanism of enterprise strategy execution [4], rather than a supporting technical optimization, thereby providing a single control logic that connects strategy intent, organizational redesign, and adoption outcomes. Research propositions (for empirical testing) P1: Under high crisis intensity, enterprises that institutionalize measurable readiness-to-act metrics and shorten governance cadence achieve faster recovery speed and higher performance stability than enterprises executing digital strategy primarily as a set of projects without explicit decision gates [5], [8]. P2: The positive effect of digital transformation on organizational resilience is strengthened when IT operating-model renewal is implemented (shared decision rights, cross-functional ownership, and renewal governance), compared to digital investment without operating-model change [4], [8]. P3: Digital leadership improves resilience outcomes most strongly when culture is managed as an explicit boundary condition (reinforced behaviors and incentives) rather than assumed as ―openness,‖ increasing adoption velocity and reducing change