Organizational and managerial mechanisms for implementing a platform approach in the activities of Russian investment companies

Subject. Organizational and managerial relations emerging during the implementation of the platform approach in the operations of Russian investment companies. Objectives. To substantiate the organizational and managerial mechanisms for implementing the platform approach in the activities of Russian investment companies. Methods. The study employs a systems approach, structural and functional decomposition, comparative generalization, process modeling, and an illustrative scenario‑based calculation of the platform readiness index. Results. The content of the platform approach as applied to investment companies has been clarified, and it is substantiated that its implementation is not limited to launching a digital interface. The proposed mechanism is presented through two models: the structural architecture defines the composition of the strategic, organizational, technological, product, analytical, risk‑control, and ecosystem contours; the cyclical process model specifies the sequence for their implementation, monitoring, and adaptation. An integral platform readiness index has been developed, and its application is demonstrated using a hypothetical example. Conclusions and Relevance. The platform approach can become a significant tool for the strategic development of Russian investment companies only if it is implemented as an organizational and managerial model that transforms the logic of investment value creation, client interaction, internal coordination, and risk control. The results can be used in developing management decisions within Russian investment companies providing brokerage services, asset management, trust management, investment advisory services, and financial and technological support to clients.