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.

7 Keywords: Enterprise development strategy; digital transformation; strategic management; global crises; dynamic capabilities; real options; resilience; strategic agility; Industry 5.0; data-driven decision-making. Introduction. Global crises (geopolitical shocks, pandemics, energy and supply-chain disruptions, regulatory volatility, and technology discontinuities) increasingly compress decision windows and amplify the costs of strategic errors. Under such conditions, enterprises must form development strategies that are simultaneously directional (anchored in purpose and competitive logic) and adaptive (capable of rapid reconfiguration when assumptions fail). Digital technologies cloud platforms, data infrastructures, advanced analytics, AI, automation, and cyber-physical systems do not merely support execution; they reshape how strategies are formed by enabling faster sensing of weak signals, rapid experimentation, and continuous performance feedback. Consequently, strategy formation shifts from episodic planning to an ongoing managerial capability: defining strategic intent, continuously scanning and interpreting signals, translating uncertainty into strategic options, allocating investments across a portfolio, and repeatedly adjusting priorities based on evidence and risk. Literature Review. Recent research frames this shift as part of a broader transition in strategic management toward continuous adaptation and ecosystem-aware competition. In work [1], a systematic review of digital transformation research shows that digital transformation is strongly associated with malleable organizational designs and continuous adaptation, but the literature remains fragmented in how it connects digital initiatives to explicit strategy-formation routines in turbulent environments. In work [2], digital transformation is mapped to the classical strategic management cycle (external analysis, internal analysis, formulation, implementation, evaluation, and learning), yet the authors emphasize that empirical and methodological guidance on how organizations should operationalize strategy formulation and feedback under