The Strategy for Managing Enterprise Resilience Based on the Conception of Relevance
Bobryntsev P. V.

Bobryntsev, Pavlo V. (2025) “The Strategy for Managing Enterprise Resilience Based on the Conception of Relevance.” The Problems of Economy 3:142–150.
https://doi.org/10.32983/2222-0712-2025-3-142-150

Section: Economics and Enterprise Management

UDC 658.011:005.96

Abstract:
In today’s business environment, enterprises face a high level of uncertainty, dynamic market changes, technological challenges, and crisis situations, which require them to quickly adapt and recover from external and internal shocks. In such conditions, resilience becomes a key factor in ensuring long-term competitiveness. The aim of this study is to analyze and substantiate a strategy for managing enterprise resilience based on the conception of relevance, which enables focusing management resources on the critically important elements of business processes, optimizing resource use, and enhancing organizational adaptability. The article presents an overview of the theoretical foundations of enterprise resilience, its essence, and main components: strategic, operational, financial, and social. The article highlights key characteristics such as flexibility, adaptability, and the ability to quickly recover from crisis events. The conception of relevance is considered a methodological foundation for focusing attention on the most significant indicators, processes, and risks, enabling a more efficient assessment of threats, priorities, and potential losses for the enterprise. The defined principles of relevance – the significance of information, prioritization of resources, and goal orientation – provide a system approach to strategic planning and risk management. The article also addresses the main problems and challenges in managing enterprise resilience, including the difficulty of assessing and measuring resilience without using relevance criteria, the limited adaptability of traditional management models, and increasing threats in the market, technological, financial, and social spheres. The developed resilience management strategy involves identifying key processes and resources, defining relevant indicators, assessing potential threats and vulnerabilities, developing measures to enhance adaptability and reduce risks, and implementing a monitoring and control system. The practical significance of the study is supported by examples of companies that successfully apply relevance-based strategies using data analytics, scenario planning, KPIs and KRIs, as well as digital solutions for risk and process assessment. Performance indicators include shorter recovery times after crises, optimized use of resources, and increased organizational adaptability. The research results show that integrating the conception of relevance into strategic planning and risk management helps improve enterprise resilience and strengthen their competitive positions in complex and changing market conditions.

Keywords: resilience, enterprises, strategy, management, conception of relevance, business processes, adaptability, risk management, competitiveness, strategic planning, digital tools.

Fig.: 3. Tabl.: 2. Bibl.: 19.

Bobryntsev Pavlo V. – Postgraduate Student, Department of Economics and Business Administration, V. N. Karazin Kharkiv National University (4 Svobody Square, Kharkіv, 61022, Ukraine)
Email: bobryntsev@gmail.com

List of references in article

Aven, T., & Thekdi, S. (2018). The importance of resilience-based strategies in risk analysis, and vice versa. In B. D. Trump, M.-V. Florin, & I. Linkov (Eds.), IRGC resource guide on resilience. Vol. 2: Domains of resilience for complex interconnected systems. EPFL International Risk Governance Center, Lausanne. https://archiveweb.epfl.ch/irgc.epfl.ch/
Chauhan, R., Bhat, S. A., & Asthana, V. (n.d.). Exploring Business Resilience and Effective Organizational Strategies. Transforming Business Practices in Changing Global Economy. https://www.researchgate.net/publication/379642527_Exploring_Business_Resilience_and_Effective_Organizational_Strategies#read
Danish, M. (n.d.). Enhancing Cyber Security through Predictive Analytics: Real-Time Threat Detection and Response. https://arxiv.org/pdf/2407.10864
Dunska, A. R. (2018). Innovatsiinyi mekhanizm rozvytku pidpryiemstv tseliulozno-paperovoi promyslovosti [Innovative mechanism for the development of pulp and paper industry enterprises] (Dys. d-ra ekon. nauk). Kyiv.
Just in time? Manufacturers turn to AI to weather tariff storm. (n.d.). Reuters. https://www.reuters.com/
Karta protsesu v Lean-metodolohii [Process Map in Lean Methodology]. (n.d.). Lean Institute Ukraine. https://lean.org.ua/pro-nas/
Louisot, J.-P. (2015). Risk and/or resilience management. Risk Governance and Control: Financial Markets and Institutions, 5(2), 84–91. https://doi.org/10.22495/rgcv5i2c1art2
Matrytsia ryzykiv: instrument upravlinnia nevyznachenistiu [Risk Matrix: An Uncertainty Management Tool]. (n.d.). Ukrainska asotsiatsiia ryzyk-menedzheriv. https://ukrarm.org/matricya-rizikiv-instrument-upravlinnya-neviznachenistju/
Natale, A., Poppensieker, T., & Thun, M. (n.d.). From risk management to strategic resilience. McKinsey & Company. https://www.mckinsey.com/capabilities/risk-and-resilience/our-insights/from-risk-management-to-strategic-resilience
Profil ryzyku vs Matrytsia ryzyku [Risk Profile vs Risk Matrix]. (n.d.). Ukrainska asotsiatsiia ryzyk-menedzheriv. https://ukrarm.org/profil-riziku-vs-matricya-riziku/
Radic, M., et al. (2022). Development of a Business Model Resilience Framework for Managers and Strategic Decision-makers. Schmalenbach Journal of Business Research, 74, 575–601. https://doi.org/10.1007/s41471-022-00135-x
Rezaei Soufi, H., Esfahanipour, A., & Akbarpour Shirazi, M. (2021). Risk reduction through enhancing risk management by resilience. International Journal of Disaster Risk Reduction, 64, 102497. https://doi.org/10.1016/j.ijdrr.2021.102497
Settembre-Blundo, D., et al. (2021). Flexibility and Resilience in Corporate Decision Making: A New Sustainability-Based Risk Management System in Uncertain Times. Global Journal of Flexible Systems Management, 22, 107–132. https://doi.org/10.1007/s40171-021-00277-7
Steen, R., Haug, O. J., & Patriarca, R. (2023). Business continuity and resilience management: A conceptual framework. Journal of Contingencies and Crisis Management, 32(1), e12501. https://doi.org/10.1111/1468-5973.12501
Supply Chain Mapping for Resilience. (n.d.). Number Analytics – AI Statistical Software. https://www.numberanalytics.com/blog/supply-chain-mapping-resilience-distribution-logistics
Sweeney, E. (n.d.). How AI helped a ticket seller reclaim $3 million in approved orders. Business Insider. https://www.businessinsider.com/riskified-ai-fraud-detection-tickpick-falsely-declined-transactions-2025-7?
Tiazhkorob, I. V. (2025). Upravlinnia finansovymy ryzykamy v konteksti makroekonomichnoi stabilizatsii [Financial risk management in the context of macroeconomic stabilization]. Upravlinnia rozvytkom ekonomichnoho seredovyshcha v umovakh hlobalnykh transformatsii (pp. 135–137). Kharkiv.
van de Wetering, R., Mikalef, P., & Pateli, A. (n.d.). Strategic alignment between IT flexibility and dynamic capabilities: an empirical investigation. https://arxiv.org/pdf/2105.08429
van der Vegt, G. S., et al. (2015). Managing Risk and Resilience. Academy of Management Journal, 58(4), 971–980. https://doi.org/10.5465/amj.2015.4004