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.

9 opportunities, and reconfigure structures and processes. Second, it must be portfolio- based and option-oriented : crises increase uncertainty and irreversibility, so digital investments should be structured as staged commitments with explicit learning objectives, where early phases buy information and keep future paths open. Third, it must be data- and AI-enabled : digital strategy formation requires near-real-time feedback on market signals, operational performance, cyber risk, and model drift; without such feedback, strategy becomes a lagging narrative rather than an adaptive system. These foundations imply that ―methods‖ of strategy formation should be described not only as analytical tools (e.g., SWOT, scenarios), but as repeatable loops that connect sensing, decision-making, execution, and learning. The research gap that this thesis addresses is therefore methodological and integrative: existing studies either explain digital transformation and resilience at a conceptual level or provide partial guidance (capabilities, governance, questions, or frameworks), but rarely specify a coherent method that (i) operationalizes continuous strategy formation, (ii) embeds digital technologies as feedback and decision infrastructure, and (iii) is explicitly designed for crisis conditions with measurable triggers and resilience outcomes. Proposed Innovation: A Crisis-Adaptive Digital Strategy Loop. To bridge this gap, the paper proposes a crisis-adaptive digital strategy loop as a method for forming development strategies on the basis of digital technologies. The loop consists of four interconnected stages that repeat on a predefined cadence (e.g., monthly/quarterly) and can be accelerated in crisis escalation. The first stage is signal sensing and interpretation , combining external scanning (market, regulation, geopolitics, supply-chain risk) with internal digital telemetry (process performance, customer behavior in digital channels, incident data, and model monitoring). The second stage is option synthesis , where uncertainty is translated into a bounded set of strategic options (platform moves, automation waves, AI adoption, ecosystem partnerships, product pivots), each framed with hypotheses, leading indicators, and ―stop/scale‖ criteria. The third stage is portfolio commitment and governance , in