This article is devoted to the issues of mutual influence of the processes of implementation of the concept of «green» economy and the index of human capital development in the world economy. The problems of the ecological crisis of 2021, the search for reduction of energy, material and other types of resources, taking into account the development of a «green» economy and environmental improvement, are outlined.The authors present the main approaches and directions of high–quality training of personnel and the search for ways of its development, based on the system of increasing human capital, identifying new directions for the use of existing resources by employees, including digital ones, adaptation to technology, taking into account the new «green» course of development of the world economy.

Current trends in the development of HR-management at Ukrainian enterprises has been studied. It is noted that in today’s economic situation, people are the most valuable resources of any enterprise, because achievement of global development goals depends on their contribution. That is, the competitiveness of products and the enterprise, financial stability and prospects for strategic development depend on the efficiency level of personnel management. It is noted that today Ukrainian companies are forced to look for ways to solve the problem of the outflow of highly qualified personnel abroad and establish a personnel management system based on the introduction of new methods and innovative technologies in personnel management. The initial provisions of personnel management and the enterprise HR-management structure are considered. It is noted that HR-management is always focused on implementing competencies and professional abilities of an employee and achieving the greatest possible contribution of the staff to the performance and development of enterprises. Therefore, to increase the efficiency of personnel management, domestic companies should learn from the global experience in HR-management, as well as development and implementation of HR strategies, which in fact have a very serious impact on the performance indices of an organization, and adopt the best practices. The correspondence pattern between the enterprise strategy and its HR-strategy is given. It is established that rapid changes in the external environment, the introduction of modern technologies, and effective forms of organizing production have changed the attitude of business to a person. The staff has stopped being human resource only, becoming the key factor in the success of enterprise development. This role of a person in the production process necessitates the search for and implementation of innovative approaches to personnel management. It is concluded that the introduction of HR-management, and formation and implementation of HR strategies at domestic enterprises will significantly increase the efficiency of business processes and bring competitive advantages that will create the best conditions for development.

The article identifies the problems and prospects for improving the management of the development of insurance companies in Ukraine. The need to make strategically effective decisions that maximize the adaptation of insurance companies to the external environment, the formation of tactical tasks on their basis, is detected. It is noted that, like any economic activity, insurance requires the introduction of a quality management system. Hence, the overall efficiency of insurance company management consists of the levels of efficiency of managing individual subsystems: financial resources, marketing, sales, etc. In the existing structural and process model of an insurance company, the boundaries between structural levels are not clearly defined. Some elements of structures equally belong to different structural groups, in which case often one structure overlaps or intersects with another. It is found that government regulation of insurance companies should be based on principles that will ensure its efficiency, adequacy and transparency, promote the development and profitability of insurance providers and protect consumers of insurance services. It is concluded that one of the important conditions for effective management of the development of insurance companies in Ukraine is the use of modern management technologies and government support in the form of regulation of their activities, based on certain principles that ensure its efficiency, adequacy and transparency, will contribute to the development and profitability of insurance workers and protect consumers of insurance services. A methodical approach to determining the efficiency of managing the development of insurance companies is proposed, which is based on the use of the following coefficients: uncertainty of management activities; concentration of functions; accumulation of dysfunctions by the organizational structure; rationalization of the use of elements; concentration of elements; complexity of the organizational structure of management, which allows to establish the differences between the existing and the desired state of the basic indicators of the efficiency of the development management system of an economic entity.

The article generalizes the theoretical and methodological aspects of managing the strategic development of industrial enterprises in Ukraine. It is specified that the industry of Ukraine has always been and remains a driver of the national economy, both economically and socially. In this regard, today the issues of the need to form modern development strategies that can provide domestic enterprises with an appropriate level of competitiveness and image acquisition in the world market appear to be very acute. From this point of view, the generalization of theoretical aspects of managing the strategic development of industrial enterprises in Ukraine is relevant and appropriate, given the difficult macroeconomic conditions and the need to adapt economic entities to martial law. The characterization of basic strategies is generalized. The constituents of the strategy for managing the development of an industrial enterprise are defined. It is noted that the management of strategic development of industrial enterprises is a complex process that requires a sufficiently high level of management and the ability to make effective managerial decisions. It is found that it is impossible to imagine the process of managing the strategic development of an industrial enterprise without the presence of strategic potential, which provides the most effective ways to use resources, economic reserves and capabilities of an economic entity in order to maximize the effective implementation of its strategy. A number of indicators of local potentials of an industrial enterprise is presented. It is noted that an effective strategy for the development of an industrial enterprise lays down the prospects for economic growth and determines its positioning in the market. It is concluded that one of the important conditions for efficient management of strategic development of industrial enterprises in Ukraine today is the use of scientifically based approaches to strategic management along with practical experience in conducting business. The presence and development of the strategic potential of industrial enterprises will allow in the future to use the most effective ways and methods of using all available resources in order to make a profit and achieve strategic goals.

The article examines the essence of network-centrism and network-centric management, as well as the features, capabilities, advantages and disadvantages of implementing the principles of network-centric management in the activities of modern business structures. The contribution of A. Sebrowski, J. Garstka, D. Alberts and F. Stein to the formation of the concept of network-centric management is considered. The origin of the concept of «network-centrism» and «network-centric management» is studied. The essence of the network-centric approach is investigated and the specifics of its use in the process of managing complex socio-economic systems are determined. It is proposed to improve the management of modern business structures by implementing the principles of network-centric management in their activities. The main levels at which business structures should be managed in accordance with the network-centric approach to management are identified. On the basis of the analysis of traditional principles of network-centrism, it is proposed to introduce into the management of business structures the principles of: formation of a single distributed information infrastructure, unimpeded information exchange; individual information management; interdependence and coherence of the elements of the management system, mandatory validation of information and intellectual integration of the elements of the management system of the business structure. The main advantages and disadvantages of implementing the principles of network-centric management in the activities of modern business structures are identified. The expediency of implementing the principles of network-centric management in the activities of modern business structures, in order to increase the effectiveness of their activities through effective management of information support based on the construction of an information network that allows interconnection of all elements of the management system using available information is substantiated.