Using the "organizational development map" for managing the long-term growth of construction organizations.

The article discusses the author's proposed approach to using the "organization development map" for managing long-term development, using Russian construction organizations as an example. Unlike other tools used for managing long-term development, the "organization development map" allows for the consideration of the patterns of transformation of the production structure of commercial organizations during their growth and development. The "organization development map" offers a choice among three basic development strategies: evolutionary development; transitioning to the next level of development; and creating new lines of business. The implementation of the chosen basic strategy, based on declared strategic goals, determines the level of organizational transformation—ranging from minor if the basic strategy of "evolutionary development" is selected, to radical if the basic strategy of "creating new lines of business" is chosen. The subject of the research is construction organizations in the Russian Federation. The choice of Russian construction organizations as the subject of research is justified by the existence of a previously developed model for the development of the production structure for construction organizations, as well as information on the financial and economic performance of the organizations studied. The focus of the research is on managing the long-term development of a construction organization, taking into account the patterns of transformation of its production structure as it grows and develops. Statistical analysis and discriminant analysis methods were used in the research. Calculations were conducted using IBM SPSS Statistics and Microsoft Excel software. The scientific novelty of the study lies in substantiating the feasibility of using the "organization development map" based on previously developed models of production structure development and forecasting methods for achievable growth limits to manage the long-term development of organizations. The results of testing the proposed approach in relation to the construction organization JSC "ABC" confirmed the possibility of using the "organization development map" for managing its long-term development. The basic strategy of development for the construction organization JSC "ABC," selected using the "organization development map," not only enabled the achievement of target values of indicators for the chosen planning horizon but also demonstrated high accuracy in forecasting the limit of achievable growth using the constructed discriminant function, thereby ensuring effective management of organizational changes within JSC "ABC" during its development process.