This article presents a study of the organisation of the shooting process, taking into account the authentic features of five films by the Spanish filmmaker and photographer Carlos Saura, where the principle of “photography” was the basis for the construction of the frame. Saura made a series of films based on the flamenco culture, reflecting his experiments to establish the relationship between the beat of the music and dance and the rhythm of the set-up and movement of the camera. Carlos Saura’s work is characterised by a relationship between past and future, reality and fiction. When making a film, it is necessary to think photographically and critically, especially on the issue of national identity. The photographic act itself is an immediate transformation of the present referent into a petrified past. Elements of photography often add a strong dose of time to the movement you want to follow, but this possible action will always remain in the frame. Saura expands in a certain way what restricts the photographic act in such a way that the captured image overflows spacetime. For Saura, the relationship between photography and film becomes one of the most important components of the script in the films examined.

Recently, there has been an increase in the number of companies seeking to create digital platforms. Developing and investing in their own original content has opened up the opportunity for Russian services and companies to promote it on foreign platforms, gaining access to new markets and increasing attractiveness for potential foreign investors. The cultural content transmission works on the principle of streaming, which continuously delivers individualised information to the user via the Internet. Domestic OTT services, unlike TV channels, have not yet decided on their positioning. Platforms do not focus on individual segments, but on a variety of content that has a potential viewer. This strategy is aimed at attracting the maximum number of new subscribers. The emergence of streaming services has brought with it new opportunities for producers from various countries. In order to effectively promote audiovisual content, the authors justified and selected criteria for conducting a comparative analysis of mechanisms for promoting audiovisual works on foreign OTT services so that the company could choose the most appropriate one for itself.

The article considers the actual reflection of the transhumanistic concept in various fields of scientific knowledge. This concept has recently aroused genuine interest both because of its direction and because of its own contradictions. The discussion that has unfolded around this concept allows to evaluate all the pros and cons of the implementation of the transhumanist idea, which requires improving the physical condition of a person through the use of the most advanced technologies, among which biotechnology occupies an important place. Their use generates contextual social, economic and political problems. In this regard, it is necessary to investigate the process of emergence and development of transhumanistic risks, as well as the possibility of managing them on the basis of both traditional and original tools, taking into account the specifics of the transhumanistic approach. In the article, the authors present a study of the formation of transhumanistic risks associated with the creation and use of artificial intelligence, as well as the possibility of risk management in the transhumanistic space. The threat is increasing due to the growing globalization, interconnectedness and the speed of change in the world. These trends are generally useful, but present new challenges, including new types of transhumanistic risks associated with the use of artificial intelligence. It is more difficult to predict them than any other known risks. Conceptual options for assessing the situation developing in the transhumanistic space together represent a new vector transhumanistic risk management theory and practice development.

The article presents a brief overview of digital risks, since their management is an integral part of business management. Digital transformation opens up incredible opportunities for both organizational growth and value creation. However, none of these opportunities can be realized without taking into account the associated risks. An increasing number of organizations are becoming vulnerable to certain types of digital threats. Risk management is critical to the sustainability of an organizations, and understanding risk areas is critical to identifying and eliminating all the risks that an organization may be exposed to in a digital environment. For effective management of digital risks, the authors highlight those their areas that seem to be the most significant.The paper emphasizes three approaches to mitigating digital risks: tactical, operational and strategic. When studying the main areas of the emergence of digital risks in an organization, the authors concluded that it is necessary to develop a universal approach to creating an effective risk management mechanism in the digital environment. Within this approach, the article formulated the main stages of digital risk management.As an effective toolkit in managing digital risks of an organization, the paper proposes to use a transversal approach, that is, the organization of such connections, interaction and cooperation between individual employees and divisions of the organization, which allow you to effectively implement processes associated with risk identification, their analysis, and decision-making aimed at minimization of possible negative consequences of already occurred risk events. At the same time, effective management of digital transformations to ensure cross-functional synergy presupposes the elimination of risks arising from interdependent processes. The study also proposes to develop a digital risk management strategy based on a transversal approach in integration with the digitalization strategy already being implemented in the organization. This approach will allow the organization to feel more confident in the future when implementing and using innovative technologies to solve the problems it faces.

The article is devoted to the study of the organization of the work of enterprises in the intercultural space. The authors consider the cross-cultural approach as a cross-cutting process that leads to significant changes within organizations and society and which manifests itself through interaction that functions as a generating element of the exchange of ideas and knowledge. Culture becomes the driving force of the processes taking place in international companies, where people interact freely, focusing on achieving common goals of their development, understanding their own characteristics and differences, which inevitably leads to high productivity of the organization and increased motivation of its partners.The paper considers the management of the organization’s cross-cultural space in the context of three main elements: cross-culturality, competencies and interaction in the workplace. In the course of their activities, enterprises are faced with the peculiarities of the organization of work in an intercultural space, which, as a rule, consist in the mental differences of business representatives of different cultures. In the process of interaction, difficulties may arise due to the lack of a deep understanding of the ethnic characteristics of the partner, its history, culture, etc. In this regard, the authors recommend pay attention to the quality of the acquired cross-cultural competencies of the participants of the business dialogue. Organizations should invest in the cross-cultural knowledge of their employees to increase the efficiency and productivity of internationally organized businesses.Modern organizations tend to view business processes as knowledge processes. The creation of knowledge includes its further expansion, development, improvement and application in the organization. Modern business organizations are looking for ways to create additional knowledge values through identifying, applying, and using them in a unique way, and this is a process that is part science, part art, and part pure luck. Effective management of the knowledge that people from different cultures bring, as well as the spaces in which they will interact, сontribute to strengthening the corporate image of the organization and its positioning in the international market.