The article examines the nature and essence of conscientious behaviour by IT entities willing to guarantee the production of high-quality IT products within the framework of projects and minimise the likelihood of undesirable consequences for all participants and other stakeholders. To achieve this goal, the article analyses the signs of good faith and unfair behaviour by parties involved in relationships, including judicial practice related to protecting rights against unfair conduct by counterparties. Based on this research, criteria were formulated for the integrity of IT entities, such as the absence of intent to cause material harm to interested parties and the existence of an effective risk management system. It was discovered that the intent to harm is not only characterised by the current practices of IT companies (including the use of clearly onerous terms in contracts, the deliberate violation of existing legislation, and the exploitation of the ignorance of transaction participants), but also by the unfair actions taken in previous transactions. It was also found that responsibility for taking preventative measures to reduce risks is assigned to the parties involved in producing an IT product. In particular, research has shown that if IT companies do not proactively influence other companies before entering into agreements, there may be no universal risks. However, during the course of work, the parties may face compliance issues that could negatively impact project goals and lead to significant financial losses for those parties.

The article focuses on the issues of strategic and operational planning of anti-crisis measures within organisations. The study is based on an analysis of scientific works by domestic and foreign scientists, enabling us to analyse the key tools that help companies adapt and respond to crisis situations. The necessity of introducing innovative approaches to managerial decision-making in order to eliminate the problem of uncertainty is substantiated. The article highlights the disadvantages of a typical form of enterprise rehabilitation and the advantages of implementing strategic control. The signs of strategic anti-crisis planning and the directions of the anti-crisis financial strategy are highlighted. As an innovative solution for organising anti-crisis measures, the introduction of a Balanced Scorecard (BSC) is proposed to provide a comprehensive overview of the organisational performance. The system allows you to manage both internal external risks by conducting preliminary strategic analysis and monitoring various performing indicators. The article outlines the stages involved in implementing the balanced scorecard system according to the BSC model. In addition, the study emphasises the importance of a process-based approach to controlling indirect costs due to their substantial presence in an organisation's cost structure. The article provides an example of a balanced scorecard system for a financial sector segment of an operating enterprise, including specific indicators, as well as a cost management model based on the ABC (Activity-Based Costing) method. The results emphasise the importance of strategic and operational planning in ensuring the sustainability of enterprises during a crisis. The necessity of an integrated approach to crisis management, including innovative tools, is demonstrated. Thus, the article will be useful for researchers and practitioners specialising in management and finance.

The article examines the theoretical aspects of the concept of a company’s strategic orientation. The most applicable “classical” types of strategic orientation are presented, their components are analysed, and the development of knowledge about this concept is categorized by period. The emergence of new types of strategic orientation in companies is also explained by modern environmental factors, with a brief description of these new types. Based on an analysis of current environmental trends and literature, the article concludes that a new historical stage in the development of the concept of a company’s strategic orientation has been identified, and that the existing periodisation of this concept has been adjusted. This contributes to the theoretical development of knowledge about strategic orientation.

The article focuses on the analysis and identification of possible factors that influence the choice of  an IT function implementation model in multidisciplinary companies (MNCs). Today, there are several IT function management models available for managers of multidisciplinary organisations. However, the conditions for choosing these models, as well as the practical ways to implement them, depending on the chosen model, have not been widely discussed among the scientific community.
The article aims to provide a comprehensive analysis of current models and methods of managing IT functions within multidisciplinary organisations, as well as the factors that influence their choice in these companies.
A behavioural analysis of the literature on the research topic has been carried out, which has led to the identification the main models for IT function management in multidisciplinary companies. The factors influencing the choice of a particular model of interaction between MNC businesses and IT functions have been identified, as well as practical ways to manage IT functions. From a practical perspective, the business community is provided with a description of potential options for selecting and managing models of IT functions, as well as the criteria for choosing them. From a scientific point of view, it contributes to the enrichment of research on the management of affiliated IT companies. To date, there has been no comprehensive classification of effective management models for these companies, nor has there been an assessment of the impact of a particular model on the overall effectiveness of a company, depending on how the IT functions are managed.  The scientific community has also not provided practical solutions for implementing a centralised or decentralised model for managing IT functions.

In the context of digitalisation in banking and increasing customer experience requirements, the concept of human-centrism becomes particularly significant. This article proposes a structural model for a human-centered marketing strategy in the banking industry, focusing not only on customers but also on employees, partners and society at large. The study aims to develop a comprehensive approach to implementing a human-centered approach as the foundation for sustainable bank development in a digital environment. This approach involves customer and internal data analysis, emotional analysis, as well as using the B2H2H and B4H frameworks. The research identifies four key components of the model: corporate culture, extended human experience, social responsibility, and ethical digitalisation. The article presents metrics for the SDNA, BTI, EPI, and CPI indices, which enable practical assessment of strategy effectiveness. The practical significance of this model lies in its adaptability to specific organisational contexts and its development of flexible tools for managing emotions and engagement. The originality of this approach lies in its integration of emotional intelligence, digital tools, and the co-creation of both clients and employees. The article is relevant to researchers in the fields of marketing, digital transformation and human resource management in the financial sector.