Proceedings of the International scientific and practical conference ―Science and Global Development‖ (February 20-22, 2026) / Publisher website: www.naukainfo.com. – Barcelona, Spain, 2026. - 229 p.

45 management; dynamic capabilities; strategic agility; resilience; real options; diagnostics; foresight; StrategyOps. Introduction Enterprises increasingly operate in contexts where discontinuities are normal rather than exceptional. Under such conditions, development strategy must address not only ―where to compete‖ and ―how to win,‖ but also how to remain adaptive while scaling. Recent work on diagnostics and foresight emphasizes that effective management is shifting from periodic reviews to continuous sensing and scenario- oriented interpretation supported by integrated data infrastructures. This creates a theoretical and practical demand: to reconceptualize strategy development as an iterative, evidence-informed process that can withstand volatility without collapsing into tactical improvisation. Literature review In work [1], Hanelt et al. systematize the digital transformation literature and interpret DT as a broad organizational change phenomenon with major implications for strategic management—especially the need for continuous alignment of structures, processes, and technologies; however, the review largely stops at mapping the phenomenon and does not specify an implementable design for keeping development strategy ―alive‖ over time (i.e., who updates assumptions, by what cadence, through which governance gates, and how this is measured). In work [2], Seidl et al. advance strategy-as-practice by clarifying what makes activities ―strategic‖ and provide a sharper conceptual basis for studying strategy as situated work (activities, practitioners, and consequences), yet the framework remains predominantly analytical and does not integrate the fast-growing streams on digital sensing, foresight tooling, and capability reconfiguration into a single closed-loop architecture for enterprise development strategy. In work [3], Marinković et al. synthesize corporate foresight research and propose an integrative view spanning antecedents, activities/tools, moderators, technology, and outcomes, but the field they