INTEGRATION OF DIGITAL TECHNOLOGIES INTO THE SELF-MANAGEMENT SYSTEM: CHALLENGES AND OPPORTUNITIES FOR EFFECTIVE FINANCIAL PLANNING
Abstract
The current stage of the digital transformation of the economy creates new challenges for enterprise financial management systems. The study is devoted to a comprehensive analysis of the interrelation between digital planning tools, behavioral aspects of decision-making, and organizational self-management. The relevance of the research is determined by the significant gap between technological capabilities and the organizational readiness of enterprises to implement modern financial planning systems. The purpose of the article is to identify the relationship between digital planning tools, behavioral aspects of decision-making, and organizational self-management. The study employs methods of systems analysis, comparative evaluation, and SWOT analysis. It examines the evolution of digital solutions from ERP systems to artificial intelligence platforms and analyzes the impact of technologies on the decentralization of management and cognitive biases of managers. The research results demonstrate that the effective integration of digital technologies requires consideration of three interrelated aspects: technological, organizational, and behavioral. An integrated model is proposed, describing three stages of digital transformation: standardization (ERP systems), decentralization (cloud-based FP&A solutions), and self-organization (AI/ML systems). Each stage is characterized by specific organizational effects and behavioral challenges. The SWOT analysis revealed the key strengths of digitalization, including increased operational efficiency, improved decision-making quality, and the development of organizational self-management. Among the main challenges identified are high investment costs, difficulties in integrating with existing systems, a shortage of qualified personnel, and employee resistance to organizational change. Special attention is given to the analysis of behavioral aspects, particularly the influence of cognitive biases on the effectiveness of using digital tools. It is shown that even the most advanced technologies do not eliminate risks associated with groupthink, overreliance on algorithms, and the framing effect. It is concluded that the successful integration of digital technologies requires a comprehensive approach that combines technological innovation with organizational change and personnel development. The results can be applied in financial management practice to improve planning efficiency and optimize the organizational structure of enterprises.
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