The article is devoted to priority solutions for launching systemic transformations of managerial education for the technological breakthrough. The basis for the development of such decisions was the scientific direction “Proactive Management in Actively Developing Industries and Economic Sectors”, in which the authors work, and the experience in creating educational products that meet the latest trends, including those that have appeared recently.

The research methodology included analysis of scientific literature on the problems of complex systems development, proactive management and anticipatory training, systematization of educational practices for managers in foreign and domestic universities, conducting surveys of experts – heads of Russian large industrial enterprises, professors and students.

The key reasons for the unsatisfactory state of management education are identified and a set of recommendations for its reform has been developed. Changes in organizational models of managerial education are proposed, the principles of implementing fundamental training and enhancing the humanization of education with a simultaneous increase in the level of knowledge of the scientific and technical foundations of production process are formulated. The conditions of increasing the effectiveness of students’ practical training are considered, the forms of its implementation are determined to ensure the readiness of graduates to work in managerial positions. The results of long-term studies of anticipatory training, from managers at the lower levels to directors of large companies, are carried out. These results were obtained in the scientific and educational center “INZHEK” of the Ural Federal University and tested at various levels of management education (bachelor’s, master’s degrees).

The results of the study are of practical interest to managers and professors of universities, business schools and corporate universities, as well as to top managers of business structures involved in improving personnel training.

The article is devoted to topical issues of transformation and development of Russian industry. The purpose of the research is to develop and test a methodology for evaluating the strategy and progress of institutional transformations of industrial complexes in the digital economy. The article defines the content of the methodology as a sequence of analytical stages that allow us to give a multidimensional and integrated assessment of strategic, process, structural, functional, technological, innovative, digital, institutional and other key aspects of the transformation of industrial complexes. The novelty and distinctive feature of the method are the ability to analyze the efficiency, speed, scale and resource support of institutional transformations of various types of industrial complexes in comparison with the average values of indicators for the Russian industry. Testing of the method was carried out on the production complex of Russia as a whole, as well as four industry, five territorial and fifteen local complexes. It is determined that transformations in the domestic industry are local, reactive and low-dynamic. Reengineering of functions, business processes, organizational structures, institutions and management systems of enterprises is carried out at an insufficient pace. Most Russian companies have not changed their strategies in the context of the digital economy. A list of ways to improve the efficiency of transformation of domestic enterprises is proposed.

At the present stage of development of society and economy, there is a reassessment of values and guidelines in the field of management. The main resource for the life and development of the company is a person. Every company leader dreams of engaged employees, working harder and better, taking initiative, and high productivity. Engagement is a behavior in which the employee is fully emotionally and intellectually involved in a certain activity, wants to make additional effort. One of the key topics that a modern company leader is interested in is creating a special organizational environment in which people work consciously, look for ways to improve, put their knowledge at the service of the business and take on more responsibility. Therefore, it is very important to focus on the internal environment in which employees interact with each other.

The article examines the relationship between staff involvement and sustainable development of the company. Highly engaged companies have the best financial performance in their industry. The main sources of engagement at the moment are research by consulting companies and, to a lesser extent, practice-oriented publications. The paper analyzes the proposed approaches to increase employee engagement and proposes a comprehensive method for managing employee engagement. The purpose of the study is to determine the optimal approach to personnel engagement management.

The objectives of the research are reduced to the description of the method (PDCA), which includes a description of the approach for taking measurements, filling in the incoming questionnaire blocks, taking into account the current situation and the company's strategy, an algorithm for working with the results obtained and examples of practices to increase engagement.

The results of the study are the content of key blocks of assessment, analytical tools for assessing involvement, an algorithm for working with assessment results to make a decision to increase involvement.

In paper the empirical assessment of formation of innovative modes is presented to the industries. Relevance of research is caused by need of development of new tools of the analysis and stimulation of innovative development as industrial companies and national economy as a whole.

Research objective – an assessment of the factors influencing innovative behavior of the company and allocation of innovative modes in the industry. Authors for the analysis of factors have used a method of the regression analysis of 627 Russian industrial companies given questioning, for allocation of innovative modes the clustering method is used with the help to – averages. In research factors are analysed: investments of the companies in researches and development, orientation to grocery and technological innovations, orientation to marketing innovations and creation of value, orientation to organizational and administrative innovations. Results of research show that in the Russian industrial sector it is possible to allocate innovative modes: “simulators”, “founders of valuable innovations”, “effective producers”, “technological innovators”, “radical innovators”. The “maturity levels” are developed for the allocated innovative modes depending on characteristics: opportunities the company independently to develop new products (services); improvement existing products, managements of researches and development, including coordination with external developers in network projects, strategic alliances, digital innovative platforms; generation and identification of new ideas; implementation of selection of ideas on the basis of the principles of compliance of strategy and their further development; identifications of new enterprise opportunities (studying of changes of environment and branch market, assessment of influence and identification of threats); providing a susceptibility to new technologies, a transfer of technologies; ensuring rationalization of system of production and management and commercial processes; improvement of operating technological processes; commercial use of objects of intellectual property. It is shown that the companies of higher level of an innovative mode make a bigger contribution to gross domestic product, create more workplaces and provide higher level of a salary, therefore development of the mechanism of stimulation of transition of the companies to more advanced level of an innovative mode is necessary.

Commercial activity has always been influenced by the competitive environment and its spread to the online space is the next stage of development and a defining trend for the nearest time horizon. The changes in the business landscape influenced by COVID19 pose new challenges for marketers and entrepreneurs. It is necessary to use the forced sharp increase in online interaction with consumers. The course towards the digital economy determines the use of scientific, mathematical methods to optimize the target indicators of economic activity. These global shifts in business interactions are generating innovative tools for measuring business results and transforming old practices to meet new market realities. This is the basic condition for the sustainability of doing business in any industry. This study is devoted to the development of a theoretical description of the process of multi-stage interaction with a consumer pool. To solve this problem, a mathematical model has been developed, the basis of which is digital information interaction, starting from the stage of determining the target audience and ending with the complete completion of a commercial transaction. This article presents the results of modeling sales funnel, as the basis for the software of a modern market analyst, using a cross-system approach. In contrast to the classical sales funnel, the presented algorithms allow using the multidimensional conversion funnel not only for assessing business results for the reporting period. Thanks to the flow of model arguments in real time, it becomes possible to optimize the business process by moving to the concept of leading economic indicators.

In practice, this means the ability to implement effective business planning on digital platforms. The arguments of the mathematical model are Internet statistics, the dynamics of consumer preferences, the history of the business process accumulated in the big data system. At the same time, the means of queuing theory, differential calculus, economic and mathematical modeling are involved, based on indicators such as KPI (Key Performance Indicators), CTR (click-through rate), CR (Conversion rate). This made it possible to formulate the concept of a digital twin of a commercial process and its transformation, convenient for practical applications, into a conversion funnel for embedding into algorithms implemented on a computer.

The article aims to investigate the negative impact from organizational subcultural dynamics in digital transformation projects on number of conflicts and quality of communications and to elaborate proposals how to improve cross-subcultural communications within the projects. The methodology of the study includes participatory action research and case study. The network model of project culture helped to identify two cultural coalitions and their values. The model of the subcultural coalitions and their values helped to formulate the scope of communicational trainings and changed in the project communication system. The focus of the measures was on the preservation of the existing subcultures and on the improvement on the cross-subcultural communications. Comparing the number of conflicts within project before implementation of the measures based on the research and after it showed significant positive impact of these measures. The main findings show that in multidisciplinary and complex projects, such as digital transformation projects, subcultural dynamics can lead to formation of different coalition that do not share common values. This can be the source of the conflicts and low quality of communications. However, using the knowledge of coalitions’ structure and values the management of companies can enhance cross-subcultural interfaces without decreasing positive effect from subcultural diversity. 

The level of transport infrastructure development is one of the key determinants of economic growth. In 2018, 67.1% of all transported goods in Russia were delivered via road transport. However, Russia’s motor transport system has yet to come close to fulfilling its full potential – 57.6% of public roads do not meet regulatory maintenance requirements. The prevailing statistics highlights the task of ensuring the safety of roads. This issue is especially relevant during winter months, when the roads experience maximum climatic and physico-chemical effects. This article analyzes the road safety system of the constituent entities of the Russian Federation, considers the main regulatory documents governing the activities of road work suppliers and executive authorities in the field of road maintenance. The authors analyzed the best foreign practices in road maintenance policy. The main result of the study is the proposal to introduce a mechanism for servicing roads using a performance based contract to replace to cost based road maintenance contracts, which are the most widely applied in Russia.

The author considers features of influence of finance solutions of management of the Russian public companies on debt policy. In a research are included indicators of internal growth and dividend payments by means of which it is possible to estimate corporate financial policy. Internal growth is the indicator of regulation of debt strategy, the including mechanism of precautionary motive. The dependence of the share price on the market value of assets defines installation of communication between the economic interests of shareholders and finance solutions of management. The indicator of dividend payments allows to estimate influence of external negative effects (shocks) on behavior of investors at profit assessment. Increase in dividend payments is connected with their financing from an external source. Management works in logic of precautionary motive, keeping a part of profit for further debt repayment before creditors. The management of the Russian companies not only influences the share price, but also regulates the level of a debt load. The company can use dividend payments on reinvestment of assets (as an investment resource). The author shows as the Russian public companies, solve a problem of adverse selection, switching to cheaper financing sources. The value of a debt is connected with the level of investment into the company. Pledge (property providing) is a guarantee for creditors. As, getting access to debt financing, the company provides to the creditor the complete information about property, thereby, reducing the risks connected with attraction of a debt. The Russian public companies react to changes of debt increase in value of size of assets that will be approved with recapitalization of the company (change of the capital structure due to debt increase and its use for dividend payouts to shareholders).

The tasks of increasing the international competitiveness and export of Russian education within the framework of national development priorities are inextricably linked with the need to create a favorable environment for the adaptation of international students based on ecosystem and stakeholder approaches. The development of an integral and multidimensional model of the Russian intercultural adaptation ecosystem for universities and other educational organizations should take place with full recognition of the values of external and internal internationalization in all activities in order to form long-term key competencies. The model of the intercultural adaptation ecosystem should become a matrix and, in a way, a framework solution from the point of view of the strategic development of universities in the global world, taking into account rethinking and sophistication of their mission as a social institution in global partnership.

The article offers a comprehensive vision of a model of an intercultural adaptation ecosystem of the educational organization with two contours – internal and external. The internal contour includes four components: values, practices, processes and structures. The external contour of the intercultural adaptation ecosystem of an educational organization also includes four components: inner Russian educational collaborations, international cooperation, interaction with national and cultural communities, and recommendations for authorities.

The authors offer a detailed analysis of the factors and priorities of the necessary organizational changes in Russian universities in the context of the tasks of intercultural literacy skills’ strategic development for all participants and stakeholders of the educational process with further transformation into the competence of cultural intelligence.