Abstract

The article examines the management of strategic changes as a purposeful influence on the enterprise, which is a platform of strategic changes, to determine its position regarding strategic goals and conditions formed under the influence of a changing operating environment. The theoretical and methodological basis of the study is the provisions of the change management theory. The main study method is cognitive modeling aimed at the formalization of decision-making processes in the area of strategic change management. For the study, open access corporate reports of the Volkswagen Group were used. A cognitive model of the company’s activity was built taking into account strategic changes to ensure strategic changes and study the mutual influence of concepts in the process of implementing changes. An evaluation of the results of modeling the influence of the indicators of the cognitive model on the factors of strategic change management was carried out. As a conclusion, it allows you to make a forecast of concepts. Thus, thanks to the introduction of strategic changes in the open innovation system, the indicator “Financing and other resource provision” will reach the desired value (an increase of 177.5 million euros) in 2 years.

Introduction

The functioning of the enterprise in modern conditions takes place as a process of continuous implementation of changes and maximization of beneficial consequences and efficiency from their implementation. That is why enterprise management is, in essence, management of changes of various kinds, levels, nature, scale, etc. The management system of the enterprise in such conditions requires the development of scientific foundations for ensuring change management in all areas, and especially in the field of strategic management, which is designed to ensure the long-term profitability of the enterprise and its competitiveness through the effective distribution of available resources and the implementation of the mission (Gassmann et al., 2010). The primary objectives are the definition and scientific substantiation of the theoretical-methodical foundations of the implementation of strategic changes, the content of strategic change management processes and their classification to specify the content of the process of implementing strategic changes in the conditions of specific enterprises (Lichtenthaler, 2011).

The implementation of the strategy of a company is impossible without the implementation of strategic changes, which form the basis of its implementation and hence achieving strategic goals in market conditions. In such conditions, the management of strategic changes has a close relationship with all levels of strategic management of the enterprise (from corporate to operational ones), concerns all links of its activity and functional areas, creating the effect of symbiosis of management systems, the existence of which is subordinated to the goals and mission of the enterprise (Lee et al., 2010).

Conclusions

It was established that business structures that carry out production and economic activities, actively using open innovations that affect strategic changes, are weakly structured systems. First of all, this is due to the fact that the system of factors and the relationships between them is not defined with sufficient completeness. Therefore, to achieve the set purpose, it is advisable to use cognitive analysis, which is designed specifically for the study of weakly structured systems.

During building the cognitive model, the main factors affecting companies in the policy of introducing strategic changes were determined. Provided that management influences are applied, the specified economic indicators can be achieved in a much shorter period of time (all results are achieved in 4 years) If no management influences are applied, the results are not achieved even within 5 years). Therefore, it is advisable to use cognitive modeling to increase the validity of management decisions when developing a scenario for achieving the desired state of the business structure.