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.

7 Keywords: digital technologies; enterprise development; global crises; digital transformation; resilience; corporate foresight; supply-chain resilience; Industry 5.0; StrategyOps. Introduction Crisis conditions have become a persistent operating mode for enterprises, reducing the validity period of strategic assumptions and increasing the cost of delayed reaction. Under such turbulence, enterprise development cannot be treated as a periodic planning exercise; it must function as a continuously maintained system that detects deviations early, evaluates alternative futures, reallocates resources, and reconfigures capabilities without losing coherence and accountability. This logic aligns with the shift from ―strategy as a plan‖ to ―strategy as a governable system,‖ previously articulated in crisis-oriented development discussions. Digital technologies matter because they provide the infrastructure for near-real-time diagnostics and structured foresight, enabling management to move from retrospective reporting to continuous sensing and adaptive decision cycles. Literature review In work [1], Hanelt et al. systematize digital transformation research and demonstrate that digital transformation is not merely technology adoption but a strategic and organizational change phenomenon that reshapes competition, operating models, and capability renewal; however, the gap is that the review largely maps drivers and implications without specifying an implementable governance design for keeping enterprise development strategy continuously ―alive‖ through measurable sensing, decision-making, resource reallocation, and learning loops. In work [2], Conz and Magnani frame resilience as a dynamic, time-dependent process (absorption, adaptation, renewal) and provide a framework for future research; the limitation for the present topic is that resilience is often treated as a generic capability and is only partially linked to the concrete digital infrastructures and operating routines through which resilience is ―engineered‖ in practice. In work [3], Marinković et al. consolidate corporate foresight research and structure it around