Methodological approaches to managing strategic changes and investment decisions in the operational activities of modern organizations

Abstract

Abstract: The purpose of the article is to provide a theoretical justification and to develop methodological foundations for managing strategic changes and making investment decisions, taking into account the dynamics of the external environment. The research methodology is based on a systematic approach, which makes it possible to comprehensively consider strategic change management and investment decision-making in relation to internal and external factors of organisational development. A structural-functional approach is applied to identify key change management subsystems and to determine their functions. Results. The study defines the essence of strategic changes as organisational transformations that ensure the long-term development of the enterprise and substantiates their close connection with investment decision-making. A structural model of the strategic change management system has been developed, encompassing target, analytical, planning, organisational, resource, executive, and control subsystems. The study systematises the functions of change management (planning, organisation, coordination, motivation, and control), which integrate strategic and investment aspects of development. The key stages of the process – preparation, implementation, control, and evaluation of effectiveness – are identified as ensuring the integrity of strategic transformations. Conclusions. The conclusions highlight the need for a comprehensive methodological approach that integrates systemic, process, and situational levels of analysis, as well as the importance of overcoming staff resistance to change and fostering an innovation-oriented culture. Further research should be directed at developing employee competencies to enhance the effectiveness of strategic change and investment project management.