Proceedings of the International scientific and practical conference ―New York Global Science Conference 2026‖ (March 6-8, 2026) / Publisher website: www.naukainfo.com. – New York, USA, 2026. - 250 p.

13 Keywords: enterprise diagnostics; strategic foresight; program implementation; crisis management; anticipatory governance; process mining; data governance; MLOps; learning loops. Introduction Global crises increasingly take the form of compound shocks that traverse domains and boundaries, forcing enterprises to make high-impact decisions under uncertainty. In such contexts, enterprise development depends on two complementary capabilities: continuous diagnostics that reveals the current operational and strategic ―health state,‖ and institutionalized foresight that structures uncertainty into plausible futures and actionable strategic options. The practical challenge is implementation: diagnostics and foresight are often introduced as disconnected initiatives (a KPI system, a scenario workshop, a transformation office), which limits their ability to generate sustained strategic advantage. Therefore, the paper focuses on implementation logic—how to design and operationalize a program that integrates methods, data, skills, routines, and governance into a repeatable cycle that supports development under crisis conditions. Literature review In work [1], Monteiro and Dal Borgo conceptualize strategic foresight as a system that must be embedded into decision-making, emphasizing demand and mandate, capabilities and skills, institutional arrangements, embeddedness, and feedback/learning loops; however, an implementation gap remains in enterprise settings where these systemic elements are rarely translated into measurable operating mechanisms (e.g., decision gates, portfolio triggers, and performance metrics tied to foresight outputs). In work [2], Tahvanainen and Apilo provide an implementation-oriented guidebook for organizing corporate foresight, discussing organizational models (dedicated unit vs distributed approaches), cultural prerequisites, and ―turning foresight into action‖; the limitation is that organizational guidance still requires a digital program backbone to ensure traceability from signals and scenarios to operational diagnostics and accountable execution under crisis time