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Трансформация оргструктур нефтехимических комплексов в России
A study of the development of adaptive organizational structures in petrochemical complexes in the Russian Federation has shown that current transformations are aimed at revising management paradigms toward network project models, followed by a transition to strategic value creation through increased value processing and added value for small-tonnage end products, and eventual entry into the global market. The imperatives for ensuring that the new strategic objectives of Russian petrochemical holdings are aligned with their organizational architectures include: the creation of end-to-end product profit centers combining R&D, polymer production, technology development, and endproduct sales; the institutionalization of innovation and low-tonnage chemicals; the integration of digital assets as strategic drivers into the core business, into a "digital product competence center"; and ensuring the adaptability of supply chains at the institutional level. A transition from a matrix-divisional structure to a flexible holding-platform model is proposed; the replacement of the production model with a technological model with stated value and innovation; and stable long-term contracts – a multiregional model. To bridge the gap between operational sustainability and long-term business competitiveness, the formation of strategic alternatives is recommended. The objective of the study is to develop and apply a methodology for selecting strategic alternatives and corresponding organizational models for Russian petrochemical complexes. A matrix approach is used as a foundation, based on the assessment of two key parameters: the level of global integration and the level of value added. It serves as a target for company development through a sequential process: first, increasing processing depth and clustering, and then expanding global presence and competencies. Attempts to transition through the matrix sectors require unprecedented resources or government support. Attention is paid to the existing risks of organizational structure transformation, determining the need to create a "risk landscape" for each stage.