INFLUENCE OF KEY ASPECTS OF VOLATILITY OF GLOBAL ENVIRONMENT ON AN ENTERPRISE DEVELOPMENT STRATEGY

Abstract

The article examines in more detail the relationship between the external economic environment of an enterprise and its microeconomic environment, taking into account their instability. It is established that in domestic scientific sources the concept of economic instability, taking into account global changes, is considered from an external angle, as a loss of mobility (change in position or state); contrary to guarantees (ensuring certain rights, conditions or obligations); a state of disequilibrium (instability, imbalance of individual parts of the system); incompleteness of processes (not completed). Important practical forms of manifestation of economic instability are highlighted: economic cycles, unemployment, inflation rate, non-cyclical fluctuations in the economy, currency fluctuations, global challenges. It is noted that the uncertainty of the environment accelerates the transformational approach to any systems and objects of the system. In this case, strategic planning should focus on assessing the cause-and-effect relationships regarding challenges and problems, and reach consensus with various stakeholders. It is emphasized that no approach to strategic planning is able to eliminate uncertainty; to adapt strategic planning; it is possible to use new, sensitive and sustainable approaches and methods of data assessment for strategic decision-making. They should be based on three key principles: the transition from static to dynamic planning, the transition from comprehensive to diversified planning. Diversified planning itself involves the distribution of resources, assets, or activities between different areas in order to reduce risks and increase opportunities for achieving set goals. This stimulates the self-organization of each level and increases responsibility for future development. It is emphasized that environmental instability leads to manifestations of danger; therefore, it is necessary to transform the criterion for the success of the strategy for each individual case, to focus on critical goals, which changes the orientation of strategies to a reliable result, rather than to the best possible one.