ORGANIZATION AND PLANNING OF FOREIGN ECONOMIC ACTIVITIES OF AN ENTERPRISE ON THE BASIS OF INNOVATIVE MANAGEMENT

The relevance of organizing and planning an enterprise’s foreign economic activity through innovation management stems from the growing uncertainty of international markets and the need to coordinate commercial ambitions with operational capacity. For Ukrainian enterprises, disrupted supply routes, resource constraints and changing partnership conditions make this coordination significant. Participation in foreign markets requires attention to how managerial responsibilities, information flows and innovation priorities are connected within business decisions. The article addresses the relationship between organizational arrangements, planning practices and innovation management in export and import operations. Particular attention is given to the readiness of enterprises to introduce changes, the compatibility of new solutions with existing processes and the allocation of financial, technological and human resources. The discussion considers how enterprises can assess international opportunities while recognizing internal limitations and the differing requirements of foreign customers and suppliers. It examines the coordination of sales, procurement, production, logistics and finance as a condition for developing feasible plans. Scenario development and rolling planning are discussed in relation to uncertainty, alternative courses of action and the circumstances that may require managerial intervention. The scope of the article includes the selection of innovation initiatives, the organization of pilot projects and the distinction between implementation progress and business performance. Attention is paid to the costs of organizational change, the interpretation of performance indicators and the need to preserve learning in relationships with international partners. The discussion also addresses the balance between technological investment and organizational adjustment, including staff training, data quality and communication across departments. Another issue concerns the extent to which planning procedures can accommodate changing market conditions without undermining contractual commitments. These considerations frame the question of how innovation can become part of routine management while maintaining clear accountability for decisions and resource use. The issues considered are relevant to managers seeking to connect innovation decisions with foreign market objectives and to establish a coherent basis for reviewing plans as business conditions evolve.