ANTI-CRISIS STRATEGIES AS A KEY COMPONENT OF THE MANAGEMENT SYSTEM OF HIGH-TECHNOLOGY COMPANIES IN THE CONDITIONS OF HYBRID CHALLENGES

Abstract

The article analyzes the role of anti-crisis strategies in the management system of high-tech companies in the conditions of modern hybrid challenges. The features of crises caused by a combination of economic, information, political and techno genic threats are determined, and approaches to the formation of adaptive management models are considered. Conceptual principles for the implementation of anti-crisis strategies are proposed, which ensure the stability and flexibility of organizations, increase their competitiveness in the global market. In the process of scientific research, it was stated that it is critically important to rethink traditional management paradigms, which are often based on the assumption of linear stability. Hybrid challenges, unlike isolated crises, are characterized by a synergistic effect, where the interaction of different types of threats enhances their destructive potential. For example, economic stagnation can be exacerbated by cyberattacks that disrupt supply chains and financial transactions, and political conflicts create additional barriers to access to new technologies and markets. In today’s conditions of increasing globalization, geopolitical instability and rapid technological changes, high-tech companies find themselves under the influence of so-called hybrid challenges – a complex combination of diverse crisis factors (economic, information, political, cyber threats). These challenges necessitate the development and implementation of management systems that are capable not only of withstanding crises, but also of ensuring long-term stability and development. Anti-crisis strategies are a key component of such a system, as they allow for a prompt response to threats and adapt business models. The essence of anti-crisis strategies is a systematic approach to the analysis of potential and existing threats, the development of measures to neutralize them and adapt the company’s internal processes. In management theory, a crisis is understood as a state of an organization characterized by a significant gap between the expected and real situation, which threatens its viability.