CORPORATE CULTURE OF KYIVSTAR IN THE CONTEXT OF DIGITAL TRANSFORMATION

Abstract

The article considers the corporate culture of Kyivstar as a factor of organizational sustainability and digital development. Theoretical approaches to determining the corporate culture are generalized, open performance indicators of Kyivstar for 2025 are analyzed, in particular financial results, personnel structure, digital revenue, work formats and social programs. Based on the SWOT analysis, the strengths and weaknesses of the company's corporate culture are identified, as well as the directions for its improvement are proposed: strengthening horizontal interaction, developing a culture of recognition, digital learning, innovation funnel, integration of group subcultures, psychological and veteran support, HR analytics. Corporate culture is not formed at once. It can arise as a result of long-term practical activity of the enterprise, the managerial influence of the owner or manager, the purposeful work of HR specialists and consultants, as well as due to the natural selection of those norms and rules that turn out to be the most convenient for the team. Therefore, it is advisable to consider corporate culture as a dynamic phenomenon: it changes along with the market, technologies, personnel structure and strategic goals of the company. The corporate culture of Kyivstar is based on customer focus, innovation, team interaction, professional development, responsibility and willingness to work in an unstable external environment. For a company in the telecommunications industry, these elements are not only internal, but also strategic. The quality of communication, the continuity of services, the speed of response to technical problems and the launch of new digital products directly depend on how effectively the interaction between employees is organized Improving corporate culture should not destroy the strengths of Kyivstar. The company should maintain discipline, controllability, quality standards, responsibility and focus on the continuity of services. At the same time, these traits need to be complemented by greater openness to initiatives, faster exchange of information, team interaction and the development of innovative thinking. It is this combination that will allow the corporate culture to perform not only a stabilization, but also a developmental function.