MANAGEMENT OF THE POTENTIAL OF BUSINESS ENTITIES: DIGITAL TOOLS FOR DEVELOPMENT

Abstract

The article develops a theoretical and methodological approach to managing the potential of business entities under digital transformation. The purpose of the study is to substantiate a management mechanism that links the components of enterprise potential with an appropriate set of digital tools and with the scale of the enterprise. The authors clarify the content of enterprise potential as an integrated ability to mobilize resource, organizational, informational, market and innovative opportunities in order to achieve strategic goals. It is argued that, in the digital economy, this ability should be assessed together with the level of digital maturity, because digital solutions change the speed of decision making, data quality, coordination of business processes and access to markets. The research is based on the synthesis of recent academic publications, official analytical reports and the generalization of Ukrainian business digitalization trends. The scientific novelty lies in the inclusion of digital maturity into the assessment logic of enterprise potential and in the development of a stage-based mechanism that combines diagnostics, goal setting, implementation of digital solutions, competence development and performance monitoring. The practical significance of the results is determined by the proposed matrix of digital tools for different potential components and by the scenario approach for micro, small, medium-sized and large enterprises. The study proves that the systematic use of customer-oriented systems, resource planning solutions, analytical platforms, cloud services and data-driven managerial practices increases productivity, transparency, adaptability and competitiveness. It is concluded that effective management of enterprise potential in the digital era requires not isolated automation projects but coordinated organizational change, staff development and continuous evaluation of results. The proposed approach can be used by managers when selecting priorities of digital investment, reducing fragmentation of information flows and aligning technological decisions with long-term development objectives.