A model of economic stability for metallurgical companies under conditions of economic transformation and sanction risk

Abstract

Transitioning to a new model of economic growth during economic transformation and sanctions risks is challenging. Such change requires effective decisionmaking and management of strategic business zone portfolios and evaluating proposed organizational pivots. This article discusses the internal and external impacts of possible risks on metallurgical enterprise activities. Based on the data obtained, we identify possible threats that need to be integrated into new enterprise strategy. Drawing upon this data, this study proposes a strategic organizational pyramid that divides the company’s development strategy into four levels of impact: corporate, financial, functional and operational. These levels emphasize the degree of risk impact and aim to improve the strategy at all levels. The study assesses the potential of the phases of the life cycles of the enterprise. Finally, we compile the design indicators of the economic efficiency of the proposed strategies to increase the value of the company in the face of new risks.

Keywords

• strategic planning
• sanctions
• alternative markets
• investment attractiveness
• geopolitical risk