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.

10 To address the identified gap, this paper proposes a Digital Resilience Loop that treats enterprise development under crisis as an operationally maintained feedback system: (1) continuous sensing and diagnostics (internal performance, risks, market shifts), (2) structured foresight (scenario generation, early-warning indicators, narrative-to-metric translation), (3) portfolio decision gates (transparent decision rights and go/pivot/stop rules linked to staged commitments), (4) capability reconfiguration (targeted redesign of processes, operating model, and enabling technologies), and (5) learning and renewal (post-implementation reviews and systematic updating of strategic assumptions). This logic is aligned with the broader StrategyOps idea of operationalizing strategy as a lifecycle with explicit interfaces between sensing, foresight, decisions, execution, and learning, where the planning artifact is secondary to the control-loop design. The novelty of the Digital Resilience Loop is the explicit emphasis on digital infrastructures (streaming + cloud analytics + MLOps) as the enabling layer that makes the control loop scalable, timely, and measurable under global crises. Research propositions (for empirical testing) P1: Under high crisis intensity, enterprises with mature digital diagnostic and streaming infrastructures achieve faster recovery speed and higher cash-flow stability than enterprises relying primarily on periodic reporting and ad hoc analytics. P2: The relationship between environmental turbulence and strategic agility is positively moderated by the maturity of digital diagnostics and foresight infrastructures (cloud analytics, scenario pipelines, model monitoring and retraining). P3: Development strategies structured as portfolios of staged options with explicit digital triggers (threshold-based escalation and decision gates) reduce downside risk and improve post-shock performance compared to monolithic investment programs. Conclusions Digital technologies influence enterprise development under global crises not only by improving operational efficiency but by enabling a new management logic: continuous diagnostics, structured foresight, faster and more disciplined portfolio