Proceedings of the International scientific and practical conference ―Paris Science and Education Forum‖ (March 2-4, 2026) / Publisher website: www.naukainfo.com. – Paris, France, 2026. - 293 p.

10 that resilience remains broader than BCM and is often not operationalized into concrete continuity architectures (BIA, recovery objectives, ICT readiness, governance gates) that can be managed as an enterprise development instrument rather than a high-level construct. Strategic logic of business continuity for enterprise development Synthesizing the reviewed literature, business continuity strategies contribute to enterprise development through three crisis-relevant mechanisms. First, continuity preserves the enterprise‘s ―value creation baseline‖ (critical products, services, processes), preventing market share erosion and reputational damage that would otherwise constrain development capacity. Second, continuity creates a decision structure under uncertainty: business impact analysis (BIA), recovery time objectives, and prioritized dependencies provide a rational basis for resource allocation when trade-offs become unavoidable. Third, continuity enables controlled transformation: when disruptions force changes (reshoring, supplier diversification, digital channel shifts), continuity architecture helps execute these shifts without unacceptable operational collapse. The research gap that remains visible across standards, empirical reviews, and governance contributions is integration: continuity is insufficiently linked to digital operating models (cloud and third-party dependencies), cyber resilience, and fast strategic governance, which limits its usefulness for adaptive growth rather than mere survival. Innovative contribution: Continuity-as-StrategyOps To address the integration gap, the paper proposes Continuity-as-StrategyOps as an operational approach that treats business continuity as a continuously maintained strategic capability rather than a periodic compliance program. The approach formalizes a closed loop that links (i) BIA and criticality modeling (what must not stop), (ii) resilience metrics and recovery objectives coupled with ICT readiness (what must be recoverable and how fast), (iii) scenario-based stress testing and crisis simulations (what may happen and how systems fail), (iv) governance decision gates with explicit triggers (when to pivot, scale, pause, or reallocate), and (v) post-incident learning and reassessment (how assumptions and dependencies are updated). The