МОДЕЛЮВАННЯ СТРАТЕГІЇ ІНСТИТУЦІЙНОГО УПРАВЛІННЯ ЦИФРОВИМИ ТРАНСФОРМАЦІЯМИ ЕКОНОМІКИ

An important task and prerequisite for effective institutional management of the economy's digitalization processes is the development of practical tools for strategic planning of the development of its components—sectors, complexes, and enterprises. Implementing these strategies will ensure the intensification of transformation processes and introduce new organizational and economic mechanisms of digital transformation and innovative development. This article aims to develop models of strategies for institutional management of the economy's digital transformations. Of key importance in the formation and implementation of strategies and programs for systemic innovative digital transformations of the economy is their structural and substantive modeling, which allows for a reasonable determination of priority areas, methodological and practical approaches, specific tools (measures), as well as taking into account the current conditions of these changes, in particular - the impact of factors of instability of the global environment. The formation and implementation of strategies for institutional digital transformations of the economy, based on the proposed methodological principles, ensures the successful implementation of changes, contributes to the creation of a motivational institutional environment for digital innovations and the development of highly efficient sectors of the national economy, the functioning of which is based on innovative business processes, management and production technologies. The main priority, in our opinion, should be precisely the institutional transformations associated with forming a network system of economic relations and business processes, as well as the introduction of new mechanisms for interaction between the state, society, and business in the context of digital platforms. In the end, this will make it possible to successfully overcome the negative consequences of the crisis caused by the war.