CONCEPTUALIZATION OF ADAPTIVE STRATEGIZING OF THE BEHAVIOR OF NATIONAL AGRO-DEVELOPERS IN GLOBAL MARKETS

Abstract

The article is devoted to substantiating the importance of the adaptive strategizing process in the context of deep instability caused by the Russian military aggression, destabilization of the political and economic situation, disruption of agri-food supply chains, loss of land, reduction of the workforce (due to emigration, mobilization, deaths during military operations) and other modern challenges. The theoretical foundations for interpreting the term "strategizing" are generalized. The main approaches to its definition (classical, evolutionary, procedural, systemic) are allocated and characterized. It is established that strategizing is a multi-level process and its main levels (global, regional, national, corporate) are defined, according to the subjects of implementation (global organizations, regional integration associations, public authorities, top management and middle managers of companies). The main stages of the process under study are outlined, in particular, the formation of a paradigm (key concept), analysis of initial conditions (potential and environment, situational forecasting), assessment of the achievability of targets and formation of movement vectors, selection of a development scenario option, monitoring of achievement of planned indicators. It is noted that the strategies developed at different levels are to some extent interrelated due to large-scale globalization processes, i.e., corporate strategies cannot contradict global goals, national and/or regional development strategies, etc. In light of the fact that agrotrading is a rather vulnerable process to political instability, weather fluctuations and other external factors, the author proposes a model of adaptive strategizing, which is an integral part of maintaining the viability of agriholdings. Its key characteristics (speed, flexibility, proactivity, skill) and elements (maneuverability, multivariety, diversification) are highlighted. The experience of leading domestic agricultural holdings (Kernel, Astarta-Kyiv, KSG Agro) is presented and their key features of strategy are identified, which allowed them not only not to lose their positions but to improve them.