STRATEGIC FOUNDATIONS FOR ENSURING THE INNOVATIVE COMPETITIVENESS OF AN ENTERPRISE THROUGH THE ENHANCEMENT OF ITS ADAPTIVE POTENTIAL

Abstract

The article conducts a fundamental study of the strategic foundations for forming and purposefully developing the innovative competitiveness of an enterprise under conditions of extreme external turbulence, characterized by the BANI world's nonlinear paradigm. It is substantiated that traditional strategic management approaches, focused exclusively on material resource accumulation, have lost predictive capacity. It proves that in a digital economy, adaptive potential acts not simply as an auxiliary anti-crisis factor, but as a primary strategic mediator and fundamental intellectual filter determining the ultimate efficiency of commercializing innovative solutions. The paper synthesizes classical strategic management schools with dynamic capabilities concepts. To objectify strategic analysis, a two-vector quantitative model assessing an enterprise's strategic resilience was developed. The first vector-innovative competitiveness coefficient-aggregates indicators of market expansion, financial stability, technology stack depth, and intellectual activity. The second vector-adaptive potential index-measures organizational resilience via managerial agility, digital adaptability, cognitive flexibility, and resource mobility. The geometric mean method calculates the integral indicator, eliminating "statistical masking"-the dangerous compensation of critical adaptability flaws by past commercial success. Based on this mathematical apparatus, an original strategic positioning matrix is proposed. Empirical testing on leading Ukrainian real estate developers identified hidden strategic imbalances, classifying companies into four archetypes: "Resonant Leaders," "Fragile Giants," "Adaptive Followers," and "Inert Outsiders." It is proven that high market share without organizational elasticity creates strategic fragility, threatening rapid loss of market positions during nonlinear shocks. Consequently, differentiated strategies for adaptive development were formulated for each archetype. The study substantiates the feasibility of ecosystem preventiveness for leaders, organizational decomposition for inert structures, and technological surfing for agile followers. This approach allows corporate governance to transition from a reactive firefighting paradigm to proactive future designing.