Banyeva Iryna, Doctor of Economic Sciences, Professor, Professor of the Department of Hotel and Restaurant Management and Tourism, Mykolayiv National Agrarian University, Mykolaiv, Ukraine

ORCID: 0000-0001-9524-2974
e-mail: irina-baneva@ukr.net

Kushniruk Victor, PhD in Economics, Associate Professor, Associate Professor of the Department of Hotel and Restaurant Management and Tourism, Mykolayiv National Agrarian University, Mykolaiv, Ukraine

ORCID: 0000-0002-4368-8912
e-mail: kushnirukvs@mnau.edu.ua

Gordiyuk Nataliya, director of the Mykolaiv branch of the Ukrainian Research Institute of the Productivity of the Agro-Industrial Complex, Mykolaiv, Ukraine

ORCID: 0009-0003-3777-7286
e-mail: mndcpapk@gmail.com

Strategic Planning of Enterprise Economic Development Under Conditions of high Uncertainty and Risks: the Operational and Managerial Aspect

Abstract. Introduction. The functioning of enterprises under contemporary conditions is characterized by a high degree of variability in the economic environment and an increasing level of risk, both of which directly affect the effectiveness of strategic planning. Given the crucial role of strategic planning in ensuring enterprises’ resilience and competitiveness, this article’s relevance lies in identifying the key aspects of developing strategies for economic entities in uncertain conditions.

Purpose. This article aims to analyze the specific features of strategic planning for economic development under uncertain conditions, particularly its impact on managerial decision-making effectiveness, organizational adaptability, and operational sustainability across various economic sectors.

Results. It has been established that the effectiveness of strategic planning depends heavily on integrating a risk-oriented approach, analytical tools, and adaptive management models. An analysis of business expectations and the uncertainty index of economic entities indicates an increase in instability in 2025 and the need for a prompt adjustment of strategic priorities. An analysis of enterprises by sector and size revealed uneven recovery processes. Small enterprises demonstrated higher volatility, while large enterprises showed a gradual decline in operating profitability growth rates. Practical analysis of leading enterprises, such as DTEK and Metinvest, confirmed the feasibility of integrating strategic and operational management to enhance resilience and efficiency in a changing environment.

Conclusions. When developing a strategic plan for a business, it is important to balance long-term goals with adaptive managerial decisions. This ensures a prompt response to changes in the external environment and enhances operational sustainability. Involving management and staff in forming strategic priorities and integrating analytical tools and risk management practices ensures effective and stable enterprise development under contemporary conditions.

Keywords: strategic planning; enterprise; economic resilience; adaptive management; risk management; operational efficiency; uncertainty.

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