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The total globalization of all aspects of the modern society's life changes paradigm of the traditional management. In contrast to the views of F. Taylor, H. Gantt, P. Drucker, R. Kaplan, D. Norton and other recognized guru of management, in the modern context the public and corporate management face a primary target to develop organization's internal resources. It becomes more and more important to maximize the use of internal potential which is possible only with the application of up-to-date management innovations such as the balanced scorecard strategy and KPI which is a basis of the modern appraisal of staff performance.

This paper asserts that the issue of change of power in a corporate management configuration is quite urgent; it emphasizes that corporate management should identify the right combination of social interests and corporate business interests within the context of social, economic, and political processes currently taking place in Russia. The pandemic and digitalization exert a profound influence upon those processes; the paper states the fact that the Russian practice of corporate management – how decisions are made and how their execution is controlled – is characterized with a low quality, owing to the practice of “manual management” that prevails at all the hierarchical levels. The main idea of this article is that Russian managers should gradually substitute the traditional hierarchy with a “natural” one, when one’s authority depends not on their official position, but on their contribution to work, when special emphasis is placed on self- control, on establishment of a horizontal control system based on the Agile approach. Managers ought to realize that they should adopt new business models by integrating cutting-edge technologies (digitalization and other forms of work) in all the aspects of their corporate business activities.

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The article examines the trends and mega-trends that Russian organizations are forced to face in the process of developing an innovative and digital economy. New cross-cutting trends that have emerged under the influence of the pandemic are investigated, and it is proved that they will last long enough in the post-crisis period. It is found that in the process of developing strategies for the development of their enterprises in the post-crisis period, Russian managers need to take into account the cultural aspect, namely, the unique feature of the Russian value system, the possibility of skillfully combining the European idea of individualism with the Asian idea of col-lectivism. The advantages and disadvantages of the sudden-onset distance learning system, as well as technologies of remote employment and remote forms of interaction, which will receive a very powerful impetus for development and improvement in the post-crisis period, are discussed. It is proved that large and long-term changes in human communication, information consumption, new forms of labor organization of employees and managers, the transition to digital services and online self-service will become the norms and standards of the near future. The need for prompt decision-making by managers and managers of Russian enterprises when choosing possible development strategies in the post-crisis period is substantiated. The advantages of expanding the practice of using new organizational forms of organization planning such as holacracy and agile are highlighted, and in post-crisis conditions, not only business models will change and the planning cycle will shorten, but the use of flexible agile technology will invariably increase. Modern companies can efficiently cope with the adverse effects of coronavirus by choosing the right priorities for their development and understanding the trends that affect their industry before and after the crisis