CHANGES IN ENTERPRISE MANAGEMENT STRUCTURE DURING THE TRANSITION TO AUTOMATED TECHNOLOGIES

Digitalization and automation of production and management processes in modern organizations are transforming traditional corporate governance models. In the context of technological transition, enterprise management structures are undergoing qualitative changes: roles are being redistributed, decision-making becomes decentralized, and the importance of analytical and project-based functions grows, alongside the formation of hybrid digital-human teams. The article analyzes key areas of managerial structure transformation: from changes in management functions to the restructuring of organizational architecture and emergence of new managerial roles. Institutional and competency-related challenges faced by companies in the transition to automated management models are identified. The need for joint development of digital and organizational components as a condition for effective transformation is substantiated. It is concluded that automation is not only a technological process but also a driver of managerial reengineering that contributes to the formation of a sustainable, adaptive, and intellectually active model of corporate governance.