Proceedings of the International scientific and practical conference ―Oxford International Science Forum‖ (February 6-8, 2026) / Publisher website: www.naukainfo.com. - Oxford, United Kingdom, 2026. - 245 p.

8 digital disruption is still underdeveloped. In work [3], a large-scale review synthesizes digital transformation research into a multi-layered framework and highlights persistent tensions in decision rights, value capture, and coordination across organizational layers issues that become more acute during crises when speed and alignment are critical. From a capability perspective, work [4] identifies specific sensing, seizing, and reconfiguring routines that enable digital transformation, including digital strategy development and decomposition of transformation into projects supported by unified digital infrastructure; however, the gap remains in connecting these routines to crisis- calibrated ―decision triggers‖ (i.e., when to pivot, scale, pause, or abandon initiatives) and to measurable resilience outcomes. Work [5] offers an actionable set of strategic questions for formulating a digital transformation strategy, which is valuable for structuring managerial reflection, but it reflects a pre–generative-AI and largely non- crisis-specific context; it does not provide a method for continuous strategy updating under fast-changing risk landscapes. Finally, resilience-oriented reviews (work [6]) consolidate dynamic-capabilities mechanisms that enable strategic change toward resilience, yet they largely stop short of specifying how digital technologies and data/AI governance can be embedded into the strategy formation method itself (beyond general prescriptions). Policy frameworks such as European Commission Industry 5.0 (work [7]) reinforce that contemporary enterprise strategies must simultaneously target competitiveness, resilience, sustainability, and human-centric value, which further raises the methodological bar: strategy formation must manage multi-objective trade-offs, not only financial KPIs. Methodological Foundations of Strategy Formation under Digital Turbulence. Synthesizing the above literature, three methodological foundations emerge for forming enterprise development strategies based on digital technologies in global crises. First, strategy formation must be capability-led : rather than treating technology adoption as a sequence of projects, it should be anchored in dynamic capabilities that determine how quickly the enterprise can sense change, commit to