The authors of the article hypothesize the positive impact of the global digitalization of business on the development of adaptive management of the company in a changing business environment. Based on a thorough analysis of recent publications on the subject of adaptive strategic management, it was found that under the conditions of digitalization of business relationships, indicative tools and flexible methods of management decisions are activated. The purpose of the article is to develop conceptual and applied foundations of adaptive strategic management in the context of digital transformation of business. To implement this goal, the authors justified the principles and approach of adaptive strategic management in the digitalization of business, systematized the actual methods of diagnostics of prerequisites for the implementation of the strategy, the choice and implementation of its optimal variant, defined the tools of adaptive management. Methodological basis of research are system-structural and dialectical methods to substantiate the essence of the processes of digitalization of the business environment and determine their impact on strategic decision-making; modeling to develop a mechanism for implementing adaptive strategies of companies; method of algorithmization, integrated approach and system analysis to develop a mechanism as a complete system and determine the sequence of its action. Scientific novelty of the study consists in the development of adaptive management mechanism of strategy implementation in an activated digital environment, promoting the spread of situational approach in management, updating of indicative tools, more flexible methodologies for management decisions. The mechanism of realization of the adaptive strategy assumes functioning of three subsystems: diagnostics of preconditions of realization of strategy, selection of an optimum variant of strategy and introduction of the strategic scenario. The authors have developed tools for subsystems, proposed methods to achieve the objectives, disclosed the functions in the overall mechanism. At the input to the mechanism are the interests of the client, determining the positioning of the company in the foreign and domestic market. As a result of the mechanism, the company adapts to the changing external environment, providing a stable competitive market position and operational action of all structural units, adequately and quickly responding to market conditions and changes. The authors also investigated the applied aspects of the mechanism's action, and listed its functions and tasks in the digital environment, as well as the resources for its functioning. The authors consider the complexity of counteracting the high risks of digitalization of business to be significant limitations of the mechanism, which determines new directions for further research and opportunities for improvement of the mechanism. The authors consider the risk management of adaptive strategies, the dissemination of indicative methods for diagnosing the digital environment, and the development of strategic adaptive management models to be promising directions for scientific developments in this area. The practical significance of the study lies in the possibility of using its results in the practice of management of modern companies in order to ensure sound management decisions and strategic development in the context of global digitalization of business.

The purpose of this article is to study the impact of digitization on the economic system, as well as the protection and implementation of national economic interests. To achieve this goal, scientific and special methods such as analysis and synthesis were used; this methodology also allowed to understand the essence and distinguish the approaches to the concept of digitization, generalization and systematization, which made it possible to clarify the main objectives of digitization, its benefits and risks. The challenges and opportunities of digitization are identified, as well as the main problems hindering its development in the context of protection and realization of economic interests in Ukraine. It is noted that the solution of these problems will lead to significant momentum in the development of digitization. It is concluded that, among the main benefits of digitization is the generation of Internet platforms for the transmission of cutting-edge information and knowledge.

With the development of international activities of many companies, the question arises how to effectively organize control over international business projects. The difficulty of this control is due to the distance between the company's headquarters and foreign business projects. This study shows the features of the organization of remote control of international business projects by optimizing for their own needs different concepts, methods, types, approaches, stages, models, types of remote control, explores the pros and cons of remote control in different ways, the impact of cultural features on the implementation of remote control. Originality / value. The article analyzes when companies need to apply remote control, ways to improve remote control, compares the concept of remote control by international business projects, substantiates the feasibility of using different types of control (preliminary, current and final), offers new methods of remote control, analyzes different approaches to control , the stages of formation of the model of remote control over international business projects are investigated, the types of remote control and characteristics of companies and business projects are characterized, the involvement of different in detail, degree of coverage, frequency of control methods to optimize control of business projects is analyzed. remote control of the cultural characteristics of the host country (project location) and country of origin. Materials and methods. Theoretical materials of the organization of remote control are investigated and analyzed: economic literature (manuals and textbooks), scientific works (articles and theses). Different research methods were used: theoretical (material analysis and synthesis, generalization and explanation, classification, etc.), empirical (observation and description), systemic and functional.

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