Proceedings of the International scientific and practical conference ― Education and Scientific Progress‖ (February 13-15, 2026) / Publisher website: www.naukainfo.com. - Manchester, United Kingdom, 2026. - 206 p.

8 antecedents, tools, moderators, and outcomes; yet foresight is frequently analyzed as a parallel analytical function, and the key gap remains the translation mechanism from scenarios and early-warning indicators into disciplined enterprise development decisions (e.g., option portfolios, trigger-based governance, capability reconfiguration). In work [4], Joussen et al. connect strategic change toward resilience with a dynamic capabilities perspective and identify capability categories and microfoundations; nonetheless, the literature remains comparatively weak on operationalizing these microfoundations into enterprise-level strategy management systems with explicit decision rights, cadence, and quantitative thresholds precisely the layer where digital technologies can make governance scalable and fast. In work [5], the European Commission’s Industry 5.0 agenda reframes enterprise development objectives toward sustainability, human-centricity, and resilience; the gap is that this contribution is predominantly normative and does not specify how enterprises should architect measurable governance systems and digital control mechanisms to balance these objectives under crisis constraints. In work [6], Aljuneidi et al. review COVID-19 and supply-chain research and document the shift from cost optimization toward robustness, visibility, and adaptive reconfiguration; however, supply-chain resilience is often treated as a functional-domain outcome rather than integrated into enterprise-wide development strategy loops and portfolio governance. In work [7], Roque Júnior et al. connect maturity models with supply- chain resilience and propose a future research agenda; yet the link between maturity assessment and top-management strategic routines (decision gates, reallocation rules, foresight triggers, capability transformation governance) remains underdeveloped. In work [8], D’Ambrosio analyzes reshoring and the de-globalization context and shows how geography, policy constraints, and risk exposure become strategic variables; still, macro-level drivers are only weakly translated into operational enterprise systems that define when and how firms should pivot their footprint using measurable triggers and staged commitments. Overall, the literature converges on a consistent research gap: while digital transformation, resilience, foresight, and crisis-driven restructuring are each well-developed streams, there is insufficient integration into a single