The problem of reviving the economy of Ukraine in the post-war period cannot be solved without the transformation of the management system. It should be subordinated to development tasks, and its methods and tools should ensure purposeful, systematic and effective innovative activity of all business entities. The goals of the article are to develop scientific and methodical approaches to managing the development of the architecture of organizational relations in the “principal-agent” economic partnership to solve the problems of forming an organizational culture adequate to the goals of transformational processes, which are the basis of innovative strategies for the development of socio-economic systems. The work argues that one of the ways to solve these problems can be the development of organizational culture, which in the conditions of the post-war transformation of the domestic economy should form the architecture of the innovation space. The author’s definition of this definition is given and the main requirements for creating such a space are characterized. It is noted that in order to solve this task in the organizational environment, it is necessary to diagnose the problems that arise in the “principal-agent” relationship. The author’s position is formulated that the formation of organizational culture of this type should be carried out using methodological approaches of behavioral theory. Its attributes and values should increase the level of trust between management and employees, reducing the risks of opportunistic behavior and increasing organizational effectiveness.

The article actualizes the problem of post-crisis resumption of activity of industrial enterprises of Ukraine in the post-war period. It is argued that this requires systemic transformations of the business model based on the implementation of relevant innovation strategies. The results of the analysis of innovative activity of industrial enterprises of Ukraine for 2014-2020 are presented and correlated with the dynamics of the corresponding costs. The low return on innovation is indicated. It is assumed that this is a consequence of the fact that in the formation of targets of innovation strategies, preference is given to indicators of allocative efficiency. The shortcomings of this approach are pointed out, the main of which is the lack of efficiency in the implementation of innovative changes, caused by the inconsistency of the structure of the innovative potential of the enterprise to the goals of innovative development. This causes the company to lag behind the schedule of innovative changes and threatens it with the loss of dynamic stability during the implementation of innovation strategies. The need to form a relevant theoretical and methodological basis to justify the choice of industrial enterprise innovation strategy, able to ensure the systemic transformation processes in conjunction with the goals of increasing competitiveness in the strategic period. The need to combine allocative and adaptive efficiency indicators in the formation of goals of innovative change is emphasized and the priority is given to the priority of ensuring adaptive efficiency. The author’s position is expressed that the methodological basis for the development of innovative strategies of industrial enterprises should be an anticipatory approach in management. It is argued that this requires high information sensitivity in the decision-making system, which is achieved by decentralization of management. The algorithm of substantiation of decisions in the system of decentralized management of system transformations of the enterprise on the basis of realization of innovative strategies is developed.