DOI: 10.33917/es-3.195.2024.60-67

In any organization, regardless of its scale/dimension (from an enterprise to a state), two goals that are invariant with respect to activity are relevant: sustainability and development of the organization. Neither of these goals should be achieved at the expense of the other. Technological dependence of industrial and financial capital on information technology has made corporate IT an important element of an organization. However, corporate IT of large industrial companies has its  own peculiarities. They focus on sustainability of the IT infrastructure, and give the initiative in developing functionalit y of business systems to the so-called functional customers. In the current turbulent conditions it is necessary to abandon the stereotypes of corporate IT management. The article provides recommendations to general directors and shareholders of large industrial companies.

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DOI: 10.33917/es-4.190.2023.78-85

World turbulence has accelerated trends towards cultural changes that emerged at the end of the last century. Today transformation of traditional management forms, corresponding to changing cultural models, is adequate neither to the essence nor the pace of the new reality formation. It’s high time to start thinking about inevitability of losing the comfort of managing an enterprise as a profit-making machine. The well-known postulate “what cannot be measured cannot be controlled” raises a new question: what and how to measure? Possible way out could be the return to corporations of diversity and complexity on the basis of the theory of fractal sets, and allocation of natural processes outside the Euclid and Newton metrics could become the foundation of a self-organization.

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