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.

46 review still treats foresight too often as a parallel function rather than a tightly coupled component of development strategy execution (e.g., translating scenarios into option portfolios, resource reallocation rules, and learning loops). In work [4], Nguyen et al. show strong overall evidence that agility relates to performance while also highlighting persistent fragmentation in definitions, measurement, and research designs (notably an overreliance on cross-sectional studies), which leaves unresolved the question of which concrete managerial mechanisms and governance designs reliably produce ―strategic agility‖ at scale. In work [5], Joussen et al. consolidate resilience-oriented strategic change through a dynamic capabilities lens and identify capability categories/microfoundations that support resilience under VUCA conditions, yet the literature remains comparatively weak on operationalizing these microfoundations into recurring strategic routines that connect sensing/diagnostics, foresight, option selection, and disciplined renewal. Taken together, these five works reveal a consistent gap that your thesis can credibly claim to address: contemporary research explains why enterprises need continuous, adaptive development strategies (DT, agility, resilience, foresight, practice), but it still lacks an integrated, governable model that specifies how to run enterprise development strategy as a measurable, closed-loop lifecycle—linking continuous diagnostics and weak-signal monitoring to foresight-driven option generation, dynamic-capability-based reconfiguration, and strategy-as-practice governance of decision rights, cadence, and learning. An integrative conceptual model: Adaptive Strategy Architecture To consolidate these theoretical streams into a usable foundation, the thesis proposes Adaptive Strategy Architecture (ASA) a multi-layer structure that treats strategy as a system of interdependent design choices: 1. Strategic intent layer: purpose, mission, development goals, and value logic (stakeholder commitments included). 2. External fit layer: positioning, ecosystem role, market and nonmarket constraints. 3. Capability system layer: key capabilities, routines, operating model, and