Strategic Management Model for Complex Digital Projects in a Heterogeneous Corporate Environment
Abstract
The increasing technological intensity of organizations is accompanied by the growing complexity of digital projects, which can increasingly no longer be regarded as autonomous technological initiatives. Modern digital solutions simultaneously affect information architecture, data, operational processes, the allocation of responsibilities, decision-making systems, and the interests of various professional functions.
As a result, achieving a project's technical performance targets does not guarantee sustainable organizational and economic outcomes. The purpose of this study is to develop an integrated model for the strategic management of complex digital projects implemented in a heterogeneous corporate environment.
The methodological framework of the study comprises systems analysis, structural decomposition of the factors contributing to digital complexity, and conceptual synthesis of managerial interdependencies. The study distinguishes between project scale and managerial complexity and argues that the latter is determined primarily by the number, criticality, and nature of interdependencies among technological, informational, organizational, and managerial elements.
The proposed model integrates eight interconnected dimensions: strategic alignment, value creation architecture, governance and allocation of authority, technological architecture, data management, organizational integration, outcome control, and scaling.
The study demonstrates that cross-functional coordination, stakeholder management, risk management, and organizational change management should be regarded as cross-cutting mechanisms that ensure alignment among these dimensions.
The principal theoretical finding of the study is that the sustainability of a complex digital initiative is determined not by the maximum maturity of its individual components, but by the degree of alignment among the system's critical management elements.
The proposed approach can be applied to the preparation, implementation, evaluation, and scaling of complex digital initiatives in large organizations.
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BibTeX
@misc{mishina2026strategic,
title = {{Strategic Management Model for Complex Digital Projects in a Heterogeneous Corporate Environment}},
author = {Yana Mishina},
howpublished = {Zenodo},
year = {2026},
month = oct,
doi = {10.5281/zenodo.23505670},
url = {https://zenodo.org/records/23505670},
note = {CC BY 4.0},
}
RIS
TY - UNPB
TI - Strategic Management Model for Complex Digital Projects in a Heterogeneous Corporate Environment
AU - Yana Mishina
PY - 2026
DA - 2026/10/20
PB - Zenodo
DO - 10.5281/zenodo.23505670
UR - https://zenodo.org/records/23505670
AB - The increasing technological intensity of organizations is accompanied by the growing complexity of digital projects, which can increasingly no longer be regarded as autonomous technological initiatives. Modern digital solutions simultaneously affect information architecture, data, operational processes, the allocation of responsibilities, decision-making systems, and the interests of various professional functions. As a result, achieving a project's technical performance targets does not guarantee sustainable organizational and economic outcomes. The purpose of this study is to develop an integrated model for the strategic management of complex digital projects implemented in a heterogeneous corporate environment. The methodological framework of the study comprises systems analysis, structural decomposition of the factors contributing to digital complexity, and conceptual synthesis of managerial interdependencies. The study distinguishes between project scale and managerial complexity and argues that the latter is determined primarily by the number, criticality, and nature of interdependencies among technological, informational, organizational, and managerial elements. The proposed model integrates eight interconnected dimensions: strategic alignment, value creation architecture, governance and allocation of authority, technological architecture, data management, organizational integration, outcome control, and scaling. The study demonstrates that cross-functional coordination, stakeholder management, risk management, and organizational change management should be regarded as cross-cutting mechanisms that ensure alignment among these dimensions. The principal theoretical finding of the study is that the sustainability of a complex digital initiative is determined not by the maximum maturity of its individual components, but by the degree of alignment among the system's critical management elements. The proposed approach can be applied to the preparation, implementation, evaluation, and scaling of complex digital initiatives in large organizations.
ER -