INTEGRATED SYSTEM MANAGEMENT OF SMALL AND MEDIUM-SIZED ENTERPRISES AS A STAGE OF STRATEGIC DEVELOPMENT: A CONCEPTUAL MODEL BASED ON PSYCHOMETRICS AND DIGITALIZATION

Abstract

This article presents a theoretically grounded framework for integrated, systems‑based management of small and medium enterprises (SMEs) operating under high uncertainty. The model consolidates six mutually reinforcing components: owner‑centric strategic goal‑setting that translates personal financial targets into measurable business outcomes; psychometric diagnostics of personnel using Thomas International instruments (PPA for DISC‑based behavioural preferences, GIA for cognitive processing speed, HPTI for leadership‑potential traits, TEIQue for trait emotional intelligence); customer‑experience digitalization grounded in customer‑journey mapping and omnichannel data capture; process automation through business‑process management and low‑code/robotic automation; an adaptive motivation system that links OKR/KPI to personalized incentive formulas derived from individual psychometric profiles; and operations standardization via standard operating procedures, integrated management systems compliant with Annex SL and service‑level agreements. Methodologically, the research applies systems thinking, interdisciplinary synthesis across management, psychometrics and information systems, and logic‑model construction to derive testable propositions for Ukrainian SMEs. The paper contributes artefacts that enable replication by practitioners: a structured table mapping «Tests→KPI→Metrics» to make human factors measurable; a staged business‑growth model with unit‑economics thresholds; a customer‑journey KPI matrix; and a roadmap for phased implementation. The integrative logic is explicit: person‑role fit improved by psychometrics compresses time‑to‑productivity and sales‑cycle length; digitalized journeys reveal friction points that raise conversion rates and customer lifetime value; automation stabilizes process quality and generates reliable, real‑time KPI streams; standardized operations institutionalize learning and enable scale. The framework is aligned with the constraints and opportunities of wartime Ukraine, including state financial‑support instruments and relocation programs, and incorporates data‑protection and HR‑analytics requirements. Practical value arises from actionable design choices: initiating a closed loop «goals→psychometrics→OKR/KPI→bonuses»; instrumenting the customer journey with event analytics and cohort tracking; prioritizing short‑payback automation via low‑code/RPA; formalizing SOP/RACI, team cadences and SLA/OLA policies that reduce coordination loss. The framework provides a research‑ready basis for quasi‑experimental evaluation in SMEs, with primary outcomes specified as retention, time‑to‑productivity, conversion, gross margin and LTV; it also delineates boundary conditions and data‑governance primitives necessary for credible causal inference in future studies.