This paper systematizes the basics of digital economy and describes them as potential building blocks for manufacturing. It analyzes the state-of-the-art of digitalization in the Russian Federation as well as how it manifests itself in manufacturing. Analysis of industrial innovation identifies the reasons why the manufacturing sector lags behind with respect to digitalization; the paper further sets forth the objectives, accomplishing which will bolster industrial innovation. The present study has discovered the basic technological trends applicable to the digitalization of industrial enterprises; additive manufacturing is the crucial aspect here. The paper presents individual positive exmaples of how Russian enterprises have managed to put the Industry 4.0 concept into good use. Revolutionizing the whole structure of Russian manufacturing requires developing and implementing innovative business models, above all the next-gen digital platforms. To facilitate the innovative development of Russian industrial enterprises, this paper substantiates the need for their cooperation that is both catalyzed by, and results in, digitalization of processes and business processes. The article structure the innovative cluster as a complex of blocks for research, education, production, infrastructure, and coordination. What distinguishes a cluster is that is is innovation-focused, whereas end-to-end digitalization supports generating the value added for the enterprises in the cluster. The paper also presents a mechanism that an innovative cluster could use to keep running efficiently in the light of end-to-end digitalization.

The article is devoted to the issues of combination of the most important components of the theory of sustainable development and the principles of project management. The current state of the problem has been analyzed, the lack of knowledge on the corresponding issues in national literature and practice has been indicated, the rare use of sustainable development elements in project management has been identified. The prerequisites for the involvement of sustainable development objectives in the components of project management have been examined. Achieving the defined purpose is possible through the implementation of projects that aim to take into account the interests of sustainable development, as well as through the implementation of other projects that include the objectives of sustainable development. Critical inconsistencies in methodological approaches to the accomplishment of the objectives of sustainable development and project management have been identified. Thus, a more profound specification of the project's priorities and objectives, as well as the elaboration of time scheduling and scope of work are needed. The objectives for minimization of the identified inconsistencies as well as for rationale for the principles of corporate social responsibility provision have been defined. The assessment of the current regulatory documents in the field of project management with the focus on the involvement of sustainable development objectives has been conducted. It is pointed out that the corresponding aspects are poorly elaborated in the most well-known regulatory documents, namely, Individual Competence Baselinet (ICB), International Project Management Association (IPMA), Project Management Body of Knowledge (PMBOK), Project Management Institute (PMI), A Guidebook of Project and Program Management for Enterprise Innovation (P2M), etc. Methodological approach to the integration of management decisions into the project management, the main components of which must be the integration of the regulations of PM into the main stages of SD, the broadening of time and geography of the project indicators, the identification of the correlations between the life-cycle of the project and product, as well as the expenses on the implementation of these projects and products and significant extension of the requirements of the project manager.

The main features of small and medium-sized businesses and the conditions for their functioning in Russia have been considered. A significant lag of the Russian Federation in terms of the development of small and medium-sized businesses from economically advanced countries has been noted. The sectoral structure of domestic small and medium-sized businesses, its contribution to the country’s economy have been highlighted. The main problems hindering the development of small and medium-sized businesses in Russia have been analysed. In particular, a shortage of credit and financial resources, an imperfection of the taxation system, excessive business administration, overpriced compulsory insurance payments, a lack of readiness of a significant part of small and medium-sized businesses management to conduct business, have been revealed. The main activities carried out by the state to support small and medium-sized businesses have been enumerated, inconsistency and insufficiency of these activities have been enumerated. As the main way of state support for small and medium-sized businesses, it has been proposed to create favorable conditions for conducting its activity, including further improvement of tax legislation in this field, facilitating their access to loans, eliminating unnecessary regulatory, administrative and organizational barriers, training and advanced training for management.

This study discusses the development of digitalization processes in the world and the Russian Federation, how they are manifested in the economy and, in particular, in industry. Weak performance of the Russian Federation in the digitalization field is noted with the main reasons indicated. The role of the "Digital Economy of the Russian Federation" Program in the development and implementation of digital technologies into domestic practice is shown. The development of these technologies is uneven in various national economy sectors, as well as their prospects in the field of material production, including industry. The ways of accelerated adaptation of industrial enterprises to digital reality are shown. These paths include, in particular, the development of dynamic capabilities of companies, transition to end-to-end industrial systems, adoption of the smart enterprise concept based on the SAP S/4HANA platform. The relevant positive experience of certain industrial companies is shown. In the context of digitalization, the sustainable development (SD) concept gains more priority with the continuous adaptation of economic systems to the changing requirements of the external environment. The dependence of the sustainable development level on the economy digitalization degree is shown. The main goals of sustainable development of economic entities are formulated, approaches are described for linking these goals with the corresponding goals at the level of the region, industry and the country as a whole. It is noted that the sustainable development of industrial enterprises during digitalization can be fully ensured only with effective support from the state based on the GR management concept.

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