Concept of High-Tech Enterprise Development Management in the Context of Digital Transformation

Abstract

The purpose of this article is to check and identify management gaps that lead to the formation of digitalization problems in enterprises in the context of Industry 4.0 and to offer a conceptual approach to managing the development of high-tech enterprises in digital transformation. The paper substantiates the concept of digital transformation management in a high-tech enterprise based on interdependent adaptive systems for planning digital transformation processes, monitoring, and change management. The paper considers the idea of the Industry 4.0 concept and presents principal technologies and tools that contribute to the gradual transition to digital transformation. It is determined that digital transformation is a process of transition to digital business, which involves the use of digital technologies to change business processes in the company and provision of new opportunities for additional income and development prospects. A conceptual model of enterprise competitiveness formation in the process of digital transformation has been developed, which includes organizational and economical digital tools for sustainable development of high-tech enterprises and synergies from the organization of new forms of digital interaction. The proposed methodology for managing the development of high-tech enterprises in the context of digital transformation is based on the formation of an ecosystem model of decentralization in a single distributed digital space, based on interconnected adaptive systems of planning, monitoring, and change management, and, on the basis of modeling and forecasting of complex manufacturing and logistics processes of high-tech industries, it allows effective implementation of the innovative order portfolio in the short term and with limited opportunities while coordinating the priorities of the business strategy and strategy of digital transformation of high-tech enterprises.

1. Introduction

The growth of global competition has led to significant changes in the operations of manufacturing companies. Many past concepts have been revised since the fourth industrial revolution: business models, collaboration, user interfaces, value chains, and even the traditional automation pyramid, which are currently undergoing major changes [1]. In order to remain competitive, manufacturing companies must constantly increase the efficiency and performance of their production processes.

Increasing digitalization, awareness, global initiatives, and regulations are putting pressure on the high-tech industry to shift towards sustainable development. Digital transformation is one of the most important components of future product development [2]. New opportunities will result in the minimization of the human factor in many manufacturing and logistics processes, a fundamentally new quality of management decisions at key levels of government through extensive use of data and digital models, and large-scale integration of end-to-end manufacturing and logistics chains [3].

Digital transformation of business processes and business models is a necessary and relevant stage in the development of the high-tech industry; in fact, it is the transformation of high-tech industry into digital industry based on the development and application of digital platforms; development and application of digital duplicates; implementation of the transition to cyber-physical systems [4]. Moreover, the digital form of interaction of businesses poses new tasks that are of a manufacturing, technological, organizational, and managerial nature, which require the fastest and most effective solution [5]. Paper [6] notes that the main factors of development are human capital, access to information space, and the ability to develop and implement innovations.

Digital transformation is the introduction of modern digital technologies into the business processes of an enterprise at all levels. This approach implies not only the installation of modern hardware or software but also fundamental changes in management approaches. Digital transformation provides the fullest disclosure of the potential of digital technologies through their use in all aspects of business processes, products and services, and approaches to decision making. Digital transformation can be considered only at the intersection of all three dimensions (formulated business task, data availability, and technology itself).

In our study, it is important to define digital transformation as a process of integrating digital technologies into all aspects of business activities, which requires fundamental changes in technology, culture, operations, and principles of creating new products and services.

The implementation of innovation processes, especially large-scale ones as in the concept of digital transformation, is very challenging and entails high costs. Identifying and understanding the challenges that may arise in the process of digital transformation is crucial for successful implementation. Further, the paper considers the existing approaches to analyzing and managing digital transformation.

One of the approaches is Digitization Piano, created by the Global Center for Digital Business Transformation (Lausanne, Switzerland) [7]. Similarly to seven notes, it distinguishes seven categories of transformation: business model (“how you make money”), structure (“how you are organized”), people (“the people who work for you”), processes (“how you do things”), IT capability (“how you manage information”), offerings (“your products and services”), and engagement (“how you engage stakeholders”). For this concept, it is important to define the gap between the current state and needs. The Digitization Piano technique, which divides the organizational value chain into seven critical elements, shows that the chances of successful transformation increase if the organization addresses one element at a time, i.e., plays chords rather than keys.

German economists D. Schallmo and C. Williams developed a sequence of stages (phases) of digital transformation of business models, which includes the following stages [8]: Digital Reality, which defines the existing business model of the company together with a review of customer requirements; Digital Ambition, which defines the main goals of the transformation; Digital Potential, which identifies best practices and factors that contribute to the development of digital transformation; Digital Fit, where the analysis and evaluation of options for a new digital business model occur; Digital Implementation, which includes refinement and implementation of the developed digital business model.

The degree of implementation of digitalization elements in an enterprise is one of the key criteria for increasing the level of its technological maturity. Multiple studies are devoted to creating models and evaluating the digital maturity of enterprises [9,10,11]. Paper [11] proposes a model for assessing the company’s maturity within Industry 4.0 in 8 dimensions and 65 parameters. Indeed, “digital” behavior depends on the company’s competencies and the level of maturity of the enterprise’s digital management system, which is dynamic and needs to be improved in order to move to a higher level.

It should be noted that digital awareness, i.e., the company’s knowledge of its digital assets and potential, allows the most accurate selection of priority areas of digital transformation with the greatest efficiency and profitability. Available digital assets provide an opportunity to obtain the predicted key behavior of the enterprise in carrying out its activities in the context of digital transformation, which is of special importance. Paper [12] presents the development of a set of factors for assessing the commercial potential of different technological industries based on multi-criteria decision-making methods.

Thus, if we systematize and generalize the main directions of research on the digital transformation of enterprises, it is possible to identify the following: strategies for digital transformation [13]; sustainability and circular economy [2,14]; models of digital maturity of enterprises [15,16]; digital capability models [17,18]; strategic roadmaps [19]; formation of new business models [20]; reforming organizational structures [4].

The analysis demonstrated that most researchers understand the need for an integrated approach to managing enterprise development in a digital transformation, but some prefer either strategy, organizational structure, technological infrastructure, resources, culture, or workflows, and they do not provide ways to form a single system of principles, goals, objectives, and performance indicators for the management system of digitalization of the enterprise in the context of Industry 4.0.

The industrial concept of Industrial 4.0 is a large-scale multi-level organizational and technical system [21,22], which involves a transition to fully automated digital manufacturing controlled by real-time intelligent systems, where cyber-physical systems are integrated into a single information space using industrial Internet of Things technology. One of the forms of implementation of the concept of Industry 4.0 in paper [23] considers an intelligent manufacturing system, which is formed by adopting new models, new forms and new methodologies to transform the traditional manufacturing system into an intelligent one, whose structure includes the following categories: smart design, smart machines, smart monitoring, smart management, and smart planning. The Industrial 4.0 concept is based on the availability of complete and reliable digital data from smart devices, as well as new capabilities for their remote monitoring and processing, real-time manufacturing and management situations, and advanced analytics, wherein advanced methods of big data analytics using methods and artificial intelligence tools [24], machine learning, data mining and predictive analytics, etc. are the hallmarks of Industrial 4.0.

Many studies are related specifically to the technological aspects of implementing Industry 4.0. The following main technological trends in the field of digital transformation of industry can be identified: development and application of digital platforms; development and application of digital duplicates; implementation of the transition to cyber-physical systems.

However, the digital transformation or Industry 4.0 should not be limited to technology. It should also be linked to strategic changes in enterprises and organizational management, including strategy, structures, processes, resources, and culture [4,17,25].

The analysis showed that most of the research in this area is of an overview nature, describing various Industrial 4.0 technologies, how they are implemented in different enterprises, and what advantages they provide. It is quite clear that digitalization and the introduction of Industrial 4.0 technology is the foundation for building effective competitive management at modern high-tech enterprises. Unfortunately, most of these studies answer the question “what to do?” without providing the answer to “how to do it?”.

In the context of striving to improve the economic stability of enterprises and increase product competitiveness, there is a gap between the need to implement digital transformation programs at enterprises and the imperfection of scientifically sound means of achieving this goal in the form of models and methods of digital transformation project portfolios management, which do not fully take into account the many interrelated resource flows, requirements, objectives, and behavior strategies of individual units of enterprises, as well as the dynamics of manufacturing and logistics processes.

Thus, this study solves the scientific and applied problem, which is the creation and implementation of methodological bases for the portfolio management of digital transformation projects in enterprises, taking into account strategic objectives, limited resources, and risks.

The purpose of this article is to check and identify management gaps that lead to the formation of digitalization problems in enterprises in the context of Industry 4.0 and to offer a conceptual approach to managing the development of high-tech enterprises in the digital transformation.

The scientific hypothesis of the study is based on the assumption that building an effective management system for projects and programs of digital development in enterprises, which will be based on predictive analytics and consist of interdependent adaptive systems of planning, monitoring, and change management, will allow more effective generation and implementation of a portfolio of digital transformation projects in enterprises and help increase the efficiency and competitiveness of enterprises. This paper reviews whether it is possible to indicate and identify the prerequisites and gaps that further result in specific problems of project implementation in the process of digital transformation of the enterprise.

In contrast to many review studies, the main advantage of the proposed approach is that, based on our practical experience in implementing development and digital transformation programs at high-tech enterprises, we will present both conceptual foundations and specific models: the model of forming the competitiveness of the enterprise in the process of digital transformation, which enables assessment of priorities of the digital policy of the enterprise; a multi-level model of managing digital transformation at the high-tech enterprise.

The following scientific methods are used in our research: system approach—during the formation of theoretical foundations of the methodology of project management and digital transformation programs at high-tech enterprises; methods of strategic planning—during the formation of the strategy of digital transformation management at the enterprise and its coordination with the business strategy of the enterprise; methods of expert evaluation and decision-making—during the assessment of the importance of digital policy priorities of the enterprise and selection of projects to the portfolio of development projects; methods of simulation modeling—during construction of the analysis model of energy distribution processes in the implementation of digital transformation projects.

2. The Concept of Managing the Development of High-Tech Enterprises in the Context of Digital Transformation

The formulation of management principles for the high-tech enterprise activity in the context of digital transformation on the basis of technologies of Industry 4.0 is an important initial stage of the creation of methodology and management system under new conditions of development. Our study of methodological aspects of management of the studied processes allowed us to determine the following basic principles of management and development of high-tech enterprises in the context of digital transformation in the following areas.

1 General Principles:

1.1 The principle of a systemic approach assumes that the planning and implementation of digital transformation processes shall be systemic. This principle implies that the processes of digital transformation shall be integrated into enterprise processes and coordinated with the financial, investment, organizational, production, and motivational policies of a high-tech enterprise. This approach allows taking into account all the necessary connections and interactions in the management and development of a high-tech enterprise, comprehensive assessment of the factors, and direct management mechanisms to achieve the goals of digital transformation of the enterprise. According to this principle, both the system as a whole and each of its subsystems shall perform the function of planning towards a single goal vector. Plans shall be linked through vertical integration and differentiation and through horizontal coordination. The more elements and levels the system has, the more profitable it is to plan them simultaneously and in interconnection.

1.2 The principle of continuity defines the process of digital transformation as a continuous process within a set cycle when the developed plans and projects replace each other. The principle applies primarily to plans of different time periods but also includes the relationship of planning with the forecasting, cycle, and sequence of stages of digital transformation.

1.3 The principle of adaptive management means that plans and the process of digital transformation can change their direction due to unforeseen circumstances. In general, this implies interconnected adaptive systems of planning, monitoring, and managing changes in the process of digital transformation, which are aimed at ensuring the long-term sustainable development of a high-tech enterprise through the efficient use of all digital assets and the potential of digital technologies, transfer of activities, and a new way of development.

1.4 The principle of innovation and advancement determines that the changes introduced during the digital transformation shall take into account the latest, newest innovative achievements of world scientific and technological progress, the world’s leading technologies, which is a key feature for high-tech industries. In addition, the changes implemented at the high-tech enterprise shall provide a technical and technological breakthrough and competitive advantages for both the enterprise and the industry by being new not only for the enterprise but also for national and global markets.

1.5 The principle of openness and standardization stipulates that the openness of data for all participants in the digital transformation process is the basis for all participants to develop new solutions and services. The development of a high-tech enterprise on the basis of Industry 4.0 technology requires the development of a production system, production and logistics processes based on the relevant standards, which will ensure both implementations of digital transformation projects and compliance with relevant international standards of production and quality processes.

2 Organizational and Economic Principles:

2.1 The principle of a mature digital environment. Digital transformation is essentially a radical change in business strategy and corporate governance processes under the influence of digitalization. Therefore, “digital behavior” depends on the company’s competencies and the level of maturity of the enterprise’s digital management system, which is dynamic and needs to be improved in order to move to a higher level. Thus, such aspects of the enterprise as digital assets, management quality, organizational structure, competence, and staff motivation in the context of digitalization, availability of appropriate regulatory framework, and knowledge base in modern digital technologies have a strong impact on the results of digital transformation projects.

2.2 The principle of virtualization is due to the fact that requirements for the organization of new productions, taking into account the concept of Industry 4.0, have led to the creation of enterprises in the form of virtual productions, which are focused on creating new innovative products.

2.3 The principle of priority and purposefulness in making decisions on the implementation of certain projects of the digital transformation portfolio. Priorities are the basic concept and structural element of the strategy of digital transformation, and they represent the best directions and forms of enterprise management at each stage of its implementation. Investment resources are always limited, so this principle will ensure that a fixed amount of resources in the implementation of projects of high-tech enterprises will be spent in accordance with the achievement of strategic objectives and solving the most important problems of digitalization of high-tech enterprises. In addition, without a clear goal and results that can be expected to achieve it, any action in the implementation of the portfolio of digital transformation projects of the enterprise is bound to fail.

2.4 The principle of the ecosystem management model allows each participant in the digital ecosystem to optimize their business processes, diversify production, participate in the value chain of other participants, reduce transaction costs, and implement innovative projects, while receiving a powerful impact from interaction with other ecosystem participants.

2.5 The principle of synergy effect is the simultaneous achievement of the best technological, economic, organizational, environmental, and other end results from the merger of physical and digital technologies. The synergy effect of the portfolio of digital transformation projects means a situation when the resulting benefit from the implementation of the project portfolio exceeds the benefit from the implementation of portfolio projects separately. Industry 4.0 provides for end-to-end digitalization of all physical assets and their integration into the digital ecosystem together with partners involved in the value chain. Therefore, the paper considers the synergy effect of the organization of new forms of digital interaction in the form of ecosystems, such as the interaction of civil, defense, and space industries at the level of programs, technologies, and innovations.

3 Production and Technological Principles:

3.1 The principle of platforming determines that the digital platform is the technological basis for providing a set of new, specific services related to digital processes. This enables a significant reduction of the production cost of goods and services while accelerating the servicing of all types of economic activities of the enterprise.

3.2 The principle of design. In modern conditions of the industry, digital transformation can be observed as the formation of a new organization of manufacturing where the center of gravity is shifted towards design. Industrial development processes require the detailed planning and determination of necessary material, human, financial, and investment resources and the calculation of expected financial results and risks, respectively; they shall be implemented through innovation and investment projects and design mechanisms. On the other hand, it is the digital design and modeling of technological processes, objects, and products throughout the entire life cycle from idea to operation.

3.3 The principle of intellectualization determines the leading role of technologies of artificial intelligence, computer vision, and machine learning in the effective solution of digital transformation.

3.4 The principle of big data analytics. The application of various types of analytics, in particular predictive analytics for planning in a high-tech enterprise, obtaining, at the output, qualitatively new information used for process management.

3.5 The principle of integration. Processes of management and development of high-tech enterprises in the context of digital transformation shall be focused on the use of those processes, technologies, materials, and digital programs of protocols which will provide their maximum compatibility of technical and technological integration that would further provide the chance to solve integration problems of logistics networks, clusters, and integration with foreign economic markets at the level of other enterprises.

The structure of the proposed methodological foundations of management and development of high-tech enterprises in terms of digital transformation is shown in Figure 1. It is represented by principles, goals, objectives, models and methods, and possible directions of application.

The article is not devoted to the detailed calculations of partial mathematical models. Some of them can be found in [26,27,28]. We will continue to talk about the conceptual provisions of the approach.

The concept of managing the development of a high-tech enterprise in the context of digital transformation is shown in Figure 2.

Initially, the enterprise has a certain digital potential, is part of a certain digital ecosystem, and decides to implement a portfolio of digital transformation projects. The digital transformation strategy is based on digital awareness of the challenges and opportunities associated therewith, as well as strategic correspondences of production, technological, and business process chains. Strategic correspondences can be found in any part of the chain of processes: in R&D and technology, in the supply chain, supplier relations, manufacturing, sales, and marketing within administrative functions. For example, digital transformation projects, in which companies share technology and technological know-how, create valuable competitive advantages by reducing R&D costs, accelerating the launch of new high-tech products, and using new technological advances to implement new projects and programs.

Figure 2 show exactly how to manage the development of the enterprise during the implementation of the strategy of digital transformation.

It should be noted that digital awareness, i.e., the company’s knowledge of its digital assets, allows the most accurate selection of priority areas of digital transformation with the greatest efficiency and profitability. Available digital assets provide an opportunity to obtain the predicted key behavior of the enterprise in carrying out its activities in the context of digital transformation, which is of special importance. As can be seen from the figure, in this case, the mechanisms of management, development, and transfer of competencies are involved, which allow the shift from the operation of the enterprise (business processes) in its basic version to the version taking into account the introduction of digital technologies and digital transformation projects.

In this case, various mechanisms implemented in the process of managing these digital competencies (e.g., implementation of digital platforms, transition to big data analytics, training of insufficient digital competencies of personnel, transfer of employees, technology, reputation, etc.) can achieve positive synergies.

The organizational and economic tools used in this process are designed to optimize business processes and create new business models for stakeholders in the ecosystem of high-tech enterprises in a single information environment.

As can be seen from Figure 2, the concept of the digital ecosystem, discussed in the first section, plays an important role.

It is the digital ecosystem that provides the necessary organizational and economic model of mutually beneficial operation of different stakeholders, taking into account the digital platform, which gives them opportunities to accelerate growth and reduce costs through synergies from multilateral cooperation based on common rules and principles.

The ecosystem mechanism of strategic development of high-tech industries shall provide sectoral and intersectoral cooperation of industrial enterprises, research, and educational organizations and provide stakeholders with tools and services for innovative projects and accelerated market launch of high-tech products.

The ecosystem management model allows each ecosystem stakeholder to optimize their business processes, diversify production, participate in the value chain of other stakeholders, reduce transaction costs, and implement innovative projects while receiving a powerful synergistic effect from interaction with other ecosystems stakeholders.

The paper determines the place of digital transformation management in the integrated project management system and development programs of a high-tech enterprise (Figure 3).

One of the main roles is assigned to the adaptation of the competency model to the demands and challenges of digital transformation due to the continuous improvement of existing business processes (Business Process Management, BPM) and the development and implementation of new business projects based on project management (PM) tools. Therein, requirements which are a basis for management of digital transformation are formulated on the basis of the current condition of the business processes of the enterprise. If the term “ability” is used to denote business processes, it turns out that the company will thus have many abilities (for example, IT readiness—the ability of the company to achieve its goals and objectives through the most efficient use/implementation of information technology). At the same time, the analysis of business processes that are strategically important, and their added value, enable the move to related key corporate competencies. For BPM, knowledge of a business process is a necessary (minimum) and sufficient set of information on the basis of which trained professionals can perform this business process. The knowledge of how to deploy, organize, and manage business processes most effectively in the new environment of digital transformation constitutes the competence of the enterprise.

Knowledge Management (KM) is the process of creating conditions for identification, storage and effective use of knowledge and information in the enterprise and its environment; part of whom are competencies of the enterprise and employees. Employee competencies are described as a set of requirements for their knowledge, skills, and qualities for a specific function, position, or role in a digital transformation project. The knowledge management strategy, in turn, aims to provide the necessary knowledge in a timely manner to those specialists of the enterprise who need this knowledge to perform new tasks related to the digitalization of processes and implementation of digital transformation projects. Product Lifecycle Management (PLM) involves bridging the gap between the processes of operation, manufacturing, and development through digital images of objects. One of the features of high-tech enterprises is the increased requirements for a set of digital competencies of employees, which is primarily due to the complexity of products created through the implementation of projects.

What about the mechanism for implementing the digital transformation strategy?

Within the framework of the methodology, it includes the following main components (Figure 4): formation and adoption of targeted programs to increase the level of digital maturity and efficiency of high-tech enterprises; formation of a modern system of digital standards and technologies; organization of work on the implementation of digital transformation projects and expansion of the practices of using modern digital technologies in the modernization and reconstruction of fixed assets; training and motivation of personnel in terms of digitalization.

The digital transformation strategy drives changes in business models and uses technology to create the opportunities needed by an enterprise to become a digital business and achieve certain performance criteria. Strategy determination is a key component of the transformation process, which ensures that the technology is implemented to support business goals.

The functional components of the digital strategy of the enterprise are the factors that determine the performance and efficiency of the strategy. In other words, digital transformation is not a short-term concept of expansion, so the lack of a strategy for digital transformation is one of the most serious obstacles to achieving the digital maturity of the enterprise [2].

It is proposed to distinguish several main types of digital transformation strategies:

• passive: opportunities for digital transformation are determined based on the actual level of development of digitalization of enterprise departments and their information needs;
• adaptive: opportunities are determined based on the expected information needs of a significant number of departments in accordance with the strategy of their development and financial capabilities of the enterprise;
• active: information needs of a significant part of departments are largely formed in accordance with ideas about the prospects of digital transformation;
• aggressive: information needs of the majority of departments are formed on the basis of their interests;
• breakthrough: based on innovative digital technology and platforms that are characterized by a high-risk level but involve the use of non-standard solutions to address the challenges facing the management of high-tech enterprises.

Digital transformation of the enterprise covers several areas, including the following: introduction of modern technologies and equipment or software in business processes; formation of the offer of new digital or digitized products and services; fundamental changes in approaches to enterprise and personnel management; transformation of interaction means within the enterprise, relations between employees; establishing external communications through digital communication channels, etc.

Digital transformation is a change of form of operations, restructuring of organizational structure, application of new business models, new sources and forms of income, attracting a wider range of consumers, bringing customer service to a new level, mixing areas of operation in new formats, including in the form of digital platforms [29]. Thus, the introduction of modern information technology is not actually a digital transformation but a means to achieve it. The three variable blocks in the transformation of business models are digital business modifications, the creation of new digital businesses, and digital integration and globalization.

The concept of digital transformation management in a high-tech enterprise is based on several interdependent adaptive systems: planning and formation, monitoring, and management of changes (Figure 5).

First, we need to conduct systematic modeling of strategic objectives of high-tech enterprise development, which forms a global goal of reform in the digital transformation and evaluates its implementation in the short term, taking into account the limited capabilities of the enterprise. This allows us to further determine the indicators and factors to achieve the nearest selected goal and justify and choose measures to improve the implementation of the new order portfolio to ensure the production of competitive products for the reforming enterprise.

Subsequently, it is necessary to simulate the business processes of a high-tech enterprise in order to fulfill an innovative order portfolio in the context of digital transformation. This takes into account the specifics of high-tech enterprises where complex equipment is created that requires a multi-component presentation of its architecture.

The next step is to model the organizational structure of the enterprise, which is sufficient and necessary for the effective implementation of the innovative order portfolio.

When planning the process of creating distributed high-tech manufacturing in the context of digital transformation, it is necessary to take into account the virtualization of manufacturing, constraints associated with expensive land resources, and minimizing the cost of locating communications and technological nodes. For this purpose, it is necessary to optimize costs at the manufacturing location.

A key role in solving the problems of simulation of the management processes for the development of high-tech enterprises in the context of digital transformation is to build a system of predictive analytics.

Further, the formation and study of logistics interactions shall be carried out in a distributed enterprise in the context of digitalization and virtualization of production. For this purpose, it is necessary to model the logistics of the life cycle of high-tech products, taking into account qualitative and quantitative estimates of costs, time, and risks.

Particular attention shall be paid to the rational selection of suppliers in the distributed manufacturing of high-tech products and evaluation of dynamic processes of supply of components in long logistics chains of high-tech manufacturing in the context of globalization and digital transformation. Therefore, it is necessary to take into account the emergence of threats and justify risks when planning cargo transportation in a globalized economy.

Due to the fact that the level of digitalization of high-tech enterprises differs, the system of organizational and economic tools of digital transformation shall take into account the integration and resource capabilities of these entities and be as adaptive as possible.

3. Results

The basis for developing the strategy and portfolio of digital transformation projects of a high-tech enterprise is the result of an analysis of its operations and the level of its technical and technological readiness for digital transformation. This analysis allows for the directions of the digital transformation of a particular enterprise.

An important result in understanding the evolutionary development of digital models of corporate governance is also the need and possibility of gradual implementation of individual components and blocks of information and analytical system of the enterprise, taking into account the level of its digital maturity, strategic priorities, and digital ecosystem development. Currently, there is no universal strategy for the development of described digital models, so each enterprise shall independently determine the course of its development.

The analysis resulted in the key directions of digital transformation identified in the example of a high-tech instrumentation enterprise, which are presented in

Table 1. Potential directions and projects of digital transformation of an instrumentation enterprise.

Area	Key Projects and Technologies
Production and technical area	Heavy-duty PLM system implementation project (including PDM/CAD/CAM/CAE subsystems) that supports all stages of product development MES system implementation project, with modules for core production operations, technical control, and inventory management Project for the implementation of an automated energy accounting system Launching a robotic line Cloud-based IoT system for real-time data control and process management Internal automated logistics through the introduction and optimization of robotic systems Creation of new structures of the logistics supply chain
Personnel and management area	Project for implementing a corporate management information system based on SAP S4/HANA, modules that provide analytics for business solutions Launching digital quality assessment modules Conducting corporate professional development and retraining programs Establishment of an engineering center and a competence transfer center
Innovation area	Data-driven production management based on digital duplicates of equipment and manufacturing processes Establishment of a center for additive technologies Conducting virtual tests using digital product models
Financial and investment area	Engagement of venture investors in projects, submission of projects to corporate accelerators Investments in R&D
Market area	Use of mass customization model for enterprise products Development of a scalable digital platform for interaction with suppliers and customers After-sales service of high-tech products

.

When choosing the direction of development, enterprise management is challenged with assessing the use of digital assets and the potential of the enterprise for manufacturing new products and building a new business model. The level of participation of the digital potential of an enterprise is assessed by the level of its components in the implementation of the main business processes for the manufacturing and sale of products. It is the main process that creates additional value to input resources and forms the final indicators of production.

Table 2. Key digital assets of an instrumentation enterprise.

Key Digital Assets of the Enterprise	Description	Availability during Digital Transformation of the Enterprise
Digital product profile management based on the PLM system	The enterprise has already implemented several subsystems of the PLM system. It provides full traceability throughout the product life cycle: from the design of individual components, including control at the manufacturing stage, to the operation of the finished product	Potential opportunity and basis for building a digital factory using digital product design technologies
Available manufacturing of unique customized products with great variability	Due to the presence of a large number of different machines and test benches. Extensive practice in the development and manufacture of a wide range of components and their systematic adjustment to the main equipment	Most precise customer order, which can be immediately sent to manufacturing, reducing preparation and production time
Cloud-based system for real-time data control and process management	IoT-based system that combines end devices and sensors and collects data from various automated production systems	Centralized management of accumulated data, and availability to connect analytics based on artificial intelligence and machine learning methods. In addition, it monitors operational processes in real-time, alerts about malfunctions in advance, performs intelligent diagnostics and decision-making
Unique technologies and production equipment, including CNC machines and robotic systems	Most of the equipment is unique. Production lines are equipped with robotic systems	With the available equipment, unique and competitive products can be manufactured to meet the specific needs
Stable financial position	The financial condition of the enterprise is significantly more favorable than the industry average	The resulting amount of profit and a stable financial position expand the possibilities of the enterprise for the development and introduction of new product directions, ensuring their financing in necessary volume and the shortest terms
Developed scientific base	The enterprise has a large number of patents and unique test benches	It is possible to organize the manufacturing of products that have unique properties and patent protection. Unique test benches ensure conducting field tests as close as possible to the working conditions, which in turn allows the enterprise to reach a high global level in terms of research, development, and production equipment in manufacturing instrumentation products
High-quality products	The enterprise is certified by the quality system of international standards and implements modules of technical control of the corporate governance system	Using the existing quality system and control methods allows the enterprise to create high-quality products that meet international standards
Available processing of orders for research and development projects from other enterprises in the region and industry	Ecosystem stakeholders place R&D orders on various topics	In the future, the enterprise can master mass manufacturing on the basis of R&D operations
Available processing of defense orders	In the current conditions in Ukraine, the enterprise can process state defense orders	Order availability creates medium-term and guaranteed sales, as well as further service for products
Highly qualified personnel	Workers and design specialists are the most qualified personnel in the enterprise	Highly qualified personnel provide an opportunity to create, develop and produce technologically complex products and further transition to Industry 4.0 technology
Extensive experience in foreign economic activity	The enterprise has been supplying products to foreign countries for many years	The enterprise has the knowledge and experience of working in international markets, which can be used to create and promote new products

show a list of identified key digital assets of the instrumentation enterprise. Within our approach, the main factor in the success of the digital transformation is the active use of key digital assets and potential in the development of new markets, business models, and new product development. Those products, which involve key digital assets and potential in their manufacturing and sale, have strong competitive positions and prospects for further development.

Based on internal analysis and customer experience analysis, the following principal primary requirements for the properties of enterprise products were identified: low cost of ownership of products; high quality; reliability; application of innovative technologies; expanded range of services; complete delivery; minimum delivery time.

Further, the detailed structure of the consumer value of the enterprise products will help understand the internal components and proportions of the final properties of the product perceived by the consumer, capabilities, resources and digital assets, and the extent of involvement in the production of these components, which will help focus more precisely on the strategic plan for digital transformation.

Subsequently, the analysis of business processes was carried out, and the resources of the enterprise were analyzed. The method proposed in the paper allows the assessment of the participation of key digital assets of the enterprise in the implementation of principal business processes for the manufacturing and sale of products.

Table 3. Assessment of the use of digital assets in the implementation of major business processes of an instrumentation enterprise.

Product Areas	Major Business Processes	Digital Assets and Enterprise Potential
		PLM System	Unique Technologies and Manufacturing Equipment	Stable Financial Position	Developed Scientific Base	Available Manufacturing of Unique Customized Products with Great Variability	Cloud-Based Data Management and Process Management System	High-Quality Products	Available Processing of Orders for Research and Development	Available Processing of Defense Orders	Highly Qualified Personnel	Experience in Foreign Economic Activity	Total
Product 1	Product development and modernization	4	0	3	4	3	2	0	2	2	4	0	24
	Procurement management	0	0	2	0	0	2	3	0	0	0	0	7
	Manufacturing	4	4	2	2	3	4	4	0	4	4	0	31
	Marketing management	0	0	0	0	0	1	0	0	0	0	0	1
	Installation, adjustment and testing	3	0	2	0	1	2	0	0	3	0	4	15
	Service	2	2	2	0	0	2	0	0	3	0	2	13
Product 2	Product development and modernization	4	0	1	2	4	2	0	3	2	3	0	21
	Procurement management	0	0	1	0	0	1	1	0	0	0	0	3
	Manufacturing	3	3	2	0	3	3	2	0	2	1	0	19
	Marketing management	0	0	0	0	0	1	0	0	0	0	0	1
	Installation, adjustment and testing	3	0	1	0	3	2	0	3	1	0	2	15
	Service	1	1	1	0	0	1	0	0	1	0	0	5
Product 3	Product development and modernization	4	0	1	3	3	4	0	3	0	3	0	21
	Procurement management	0	0	1	0	0	2	2	0	0	0	0	5
	Manufacturing	3	3	2	2	2	4	3	0	1	3	0	23
	Marketing management	0	0	1	0	0	2	0	0	0	0	0	3
	Installation, adjustment and testing	2	0	2	0	1	2	0	2	1	0	2	12
	Service	2	0	1	0	0	1	0	1	0	2	0	7

show some of the results of calculations based on the developed method for an instrumentation enterprise. It shows expert scores on the use of digital assets of the enterprise in the implementation of major business processes in the principal product areas.

Processing the received data according to the offered procedure allows selection of those directions among all possible variants of digital transformation of the enterprise in which the maximum use of key digital assets and potential of the enterprise will be provided. Quantitative estimates of the degree of dependence or impact were formed on a five-point scale. A point score from 0 to 4 reflects the increasing degree of using a single key digital asset in the implementation of major business processes for the manufacturing and sale of enterprise products.

Therefore, the calculations showed that the key digital assets of the enterprise are most actively involved in the implementation of business processes for manufacturing, product development, and installation and commissioning (Figure 6).

Thus, several projects were selected for the digital transformation portfolio. The first is related to the ongoing implementation of the PLM system at the enterprise, which provides an automatic assessment of the technological implementation of manufacturing in the early stages of product design.

A digital product management platform has been developed and implemented, and it provides full traceability (storage and dissemination of technological and manufacturing data) throughout the product life cycle: from the design of individual parts and assemblies, including control at the production stage, to the operation of the finished product.

The next most time-consuming task is the MES system implementation project, which includes subsystems of operational manufacturing management, technical control (quality) and inventory management. Production planning based on these digital tools will help increase labor productivity and manufacturing rhythm and save resources, and the analysis of accumulated information will help identify reserves for reducing costs and improving technical processes.

The next project is related to the ongoing implementation of the IoT platform in the enterprise, which combines various end devices and high-speed communication channels, collects data from various automated manufacturing systems, carries out centralized management of accumulated data, and performs intellectual analysis and decision-making. In addition, it monitors operational processes in real-time, alerts about malfunctions in advance, and performs intelligent diagnostics and decision-making. Based on data on the operation of production units, their digital counterparts, which are the data source for the MES system, are created.

The next project is related to the use of a digital platform for customer service. A service business is a source of stable cash income, with possible options such as creating a service company from scratch or buying a player already operating in the market.

Thus, the proposed approach allows assessment of the degree of use of digital assets and the potential of the enterprise in the manufacturing and sale of certain products and provides the selection of the most promising areas of digital transformation that improve enterprise performance and competitiveness.

4. Discussion

The study results in the proposed methodology for managing the development of high-tech enterprises in the digital transformation based on the formation of an ecosystem model of decentralization in a single distributed digital space, based on interconnected adaptive systems of planning, monitoring, and change management, and, on the basis of modeling and forecasting of complex production and logistics processes of high-tech industries, it allows effective implementation of the innovative order portfolio in the short term and limited opportunities while coordinating the priorities of the business strategy and the strategy of digital transformation of high-tech enterprises.

A conceptual model of enterprise competitiveness formation in the process of digital transformation has been developed, which includes organizational and economical digital tools for sustainable development of high-tech enterprises and synergies from the organization of new forms of digital interaction. The system of the core elements of the mechanism of development of an industrial enterprise in the context of digitalization is described.

A multi-level model of digital transformation management in a high-tech enterprise has been developed based on decentralized mechanisms for allocating limited resources and predictive analytics for the effective implementation of an innovative order portfolio.

Currently, the practical implementation of the considered approaches and models is carried out primarily in terms of providing automated systems and the Internet of Things platform, predictive analytics modules, and designing intelligent decision support systems. In the short term, advanced analytics based on predictive modeling and machine learning will be developed for the creation of recommendation systems and implemented in the form of cloud platforms and services.

In conclusion, it should be noted that the development of digital models of corporate governance of each enterprise involves systematic work on the allocation of priority digital assets in the information system of the organization, as well as overcoming organizational, managerial and technological obstacles.