Readiness for organizational changes of ecosystem actors in the context of public-private partnerships

Vollständiger Abstract

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This article introduces the concept of a "strategic industry organization" (SIO) for entities operating under state development programs with mandatory target indicators. It examines the specifics of change management during the digital transformation of SIOs during the transition from classic contractual models of public-private partnerships (PPPs) to the construction of a public-private ecosystem operating on the base of state's digital platform. In the context of digital transformation (DT) and the creation of digital public goods and service ecosystems (a platform model with the participation of multiple stakeholders), the state simultaneously plays three roles: factor (establishing the regulatory framework), driver (direct financing and initiating projects), and orchestrator (coordinating interactions between participants on a platform basis). It has been established that the condition for effective ecosystem interaction is not only technological compatibility and digital maturity of participants, but also their readiness for organizational change (ROC), which presupposes the ability to overcome differences in the organizational culture of the public and private sectors. This article examines methodological approaches to assessing the readiness of business ecosystem participants for change using data analysis tools under the influence of external factors and taking into account time limitations. Key components of readiness are identified: organizational culture, digital maturity, personnel readiness, technological and financial capabilities. A comparative analysis of the results of assessing the organizational culture of various potential participants in the pharmaceutical ecosystem under the Pharma 2030 state program is conducted. It is concluded that replacing just one ecosystem participant can significantly impact the integrated indicator of the ecosystem's readiness for change.