Proceedings of the International scientific and practical conference ― Modern Research And Education‖ (February 16-18, 2026) / Publisher website: www.naukainfo.com. – Warsaw, Poland, 2026. - 247 p.

14 stable environment. Instead, the key capability becomes adaptive development: the ability to rapidly detect changes, reassess risks and opportunities, reallocate resources, and redesign the business model without losing managerial control. This logic aligns with contemporary views of digital transformation as an organizational change phenomenon that requires continuous alignment of structures, processes, and technologies with strategic objectives. Literature review In work [1], Hanelt et al. synthesize the digital transformation literature and show that DT is not merely technology adoption but a strategic and organizational change phenomenon that reshapes how firms renew capabilities, redesign operating models, and compete; the key gap left is that the review remains largely descriptive and does not provide an implementable governance design for running enterprise development as a continuous, measurable cycle of sensing, decision-making, reallocation, and learning. In work [2], Conz and Magnani conceptualize firm resilience as a dynamic process unfolding over time and highlight how organizations absorb shocks, adapt, and reconfigure; however, the literature they review still offers limited integration with digital transformation and does not fully specify how resilience becomes ―engineered‖ through recurring strategic routines rather than remaining an abstract capability label. In work [3], Marinković et al. consolidate corporate foresight research and offer a structured view of antecedents, tools, and outcomes, which is valuable for explaining why enterprises need scenario thinking and weak-signal detection under uncertainty; the gap is that foresight is often treated as a parallel analytical function and the mechanism for translating scenarios into disciplined strategic choices (option portfolios, trigger-based governance, and capability reconfiguration) is still underdeveloped. In work [4], Joussen et al. connect resilience-oriented strategic change to the dynamic capabilities perspective and clarify capability categories and microfoundations that enable renewal; yet the review shows that we still lack an operational bridge from microfoundations to enterprise- level strategy management systems that define decision rights, cadence, and measurable thresholds for transformation, especially in fast-moving crises. In work