Strategic management of enterprise competitiveness under conditions of uncertainty

Abstract

The relevance of the study stems from the need to reconsider classical models of strategic management of enterprise competitiveness amid market turbulence, information asymmetry, and increasing risks. The research employs methods such as comparative analysis of global competitiveness indices, SWOT analysis, financial statement analysis, elements of scenario modeling, and conceptual approaches, including VUCA, agility, and strategic positioning. The results demonstrate that classical models of competitiveness, focused on sustainable advantages and long-term positioning, no longer meet the challenges of a turbulent environment. They require expansion through tools of strategic flexibility, digital adaptation, logistical transformation, and selective resource allocation. Comparative analysis of global indices showed that leading countries effectively combine internal development reserves, adaptive supply chains, and innovation capacity. These trends are also highly relevant in the Ukrainian context: using the cases of leading enterprises in the processing sector – limited liability company  «Kernel» and private joint-stock company «MHP» - various scenarios of strategic responses to uncertainty challenges are demonstrated. These examples confirm the relevance of integrating adaptive strategies into the competitiveness management system and the appropriateness of using multilevel indicators to assess competitive positioning. The conclusions introduce the concept of selective adaptation as a strategic approach focused on concentrating resources at critical stages of value creation, strengthening financial resilience, driving digital transformation, and applying scenario planning. An analytical matrix of strategic decisions is proposed to support the adaptation of anti-crisis models, along with recommendations for enterprises, policymakers, and researchers on building flexible competitiveness in times of crisis.