Actual problems of innovative economy and law

Journal "Actual problems of innovative economy and law" is included in category B for specialties: in the field of knowledge "Management and administration": 073, 076 (order of the Ministry of Education and Science of Ukraine dated 23.08.2023 No. 1035) and 071, 072, 075 (order of the Ministry of Education and Science of Ukraine dated 12.20.2023 No. 1543); in the field of knowledge "Social and behavioral sciences" 051 (order of the Ministry of Education and Science of Ukraine dated August 23, 2023 No. 1035); in the field of knowledge "Law" - 081 and "Public management and administration" - 281 (order of the Ministry of Education and Science of Ukraine dated 12.20.2023 No. 1543).
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Organizational communication strategy monitoring system: structural model and evaluation tools in the context of digitalization

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УДК: 316.77:005.591.6:004

DOI: https://doi.org/10.36887/2524-0455-2026-2-7

Dorofyeyev Oleksandr
Doctor of Economic Sciences, Professor, Professor of the Department of Economics and Public Administration
Poltava State Agrarian University
https://orcid.org/0000-0002-8608-0501
Bril Mykhailo
Candidate of Economic Sciences, Associate Professor, Associate Professor of the Department of Public Administration and Economic Policy
Simon Kuznets Kharkiv National University of Economics
https://orcid.org/0000-0001-6529-7747
Rylov Kostiantyn Eduardovych
Journalist, Writer, Creative Producer, Senior Lecturer, Department of Journalism and Advertising
State University of Trade and Economics
https://orcid.org/0000-0002-8550-8262

Published: 31.05.2026

The paper explores the fundamental problem of transforming the banking sector and organizational communication systems amid the full digitalization of Ukraine’s economic space. The relevance of the study is supported by the fact that under martial law, digital solutions have transformed from a tool of competition into a basic condition for the operational survival of financial and business structures. Statistical data from the State Statistics Service of Ukraine for 2025 confirm this trend: 85.5% of enterprises have stable Internet access, and the use of cloud services has increased to 15.9%, indicating deep integration of information and communication technologies into the daily activities of organizations. The authors draw attention to the critical contradiction between enterprises’ rapid adoption of technological equipment and the lack of systemic mechanisms for managing communication strategies. The key problem is that the communication strategy often remains a formal document, devoid of tools for real-time operational monitoring and correction. This creates reputational risks, which, in the context of digital transparency, can lead to an instant loss of market capitalization, as evidenced by analyses of resonant international crises, such as those involving United Airlines and Nike. The theoretical basis of the study covers the evolutionary path of communication models from linear approaches of the mid-twentieth century to the modern digital adaptive model. The latter is based on the principles of multi-channel, interactivity, and predictive analytics with the involvement of artificial intelligence. The work emphasizes that modern monitoring is possible only through the implementation of feedback as a system-forming control element that enables the measurement and correction of communication processes. The scientific novelty of the work lies in the development of a four-phase structural model of the communication strategy monitoring system, which functions as a continuous cycle: planning, implementation, monitoring, and adaptation. The fundamental aspect is the adaptation phase, which ensures the transformation of analytical data into specific management decisions for updating strategic performance indicators (KPIs). The model offers coverage of three levels of management – from strategic audit of compliance with the organization’s strategy and mission to operational tracking of digital activity in real time. In the context of digital transformation, the growth of the use of social media (up to 29.3% in 2025) and corporate platforms has been documented. Deep digitalization requires the systematization of appropriate monitoring tools, including media analytics platforms, internal statistics (for example, Microsoft Viva Insights), social listening tools, and feedback collection platforms. This becomes the basis for building interactive communications with all stakeholder groups. For effective anti-crisis management, the article proposes a classification of digital monitoring tools into six categories and a risk matrix “Probability × Impact”. The matrix details response scenarios for nine types of threats — from technical failures in digital channels to systemic reputation attacks. Special emphasis is placed on AI analytics, which can reduce crisis response time by 70% thanks to semantic analysis and predictive monitoring of early signals. The article’s conclusions emphasize that the developed model turns the communication strategy into a dynamic management tool.

Keywords: communication strategy, monitoring system, organizational communications, digital transformation, anti-crisis communication, communications management, digital communication tools, organizational adaptability, social communication, management subsystem.

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Dorofyeyev O. , Bril M. , Rylov K. E. Organizational communication strategy monitoring system: structural model and evaluation tools in the context of digitalization. Actual problems of innovative economy and law. 2026. №2. 36-40 pp. https://doi.org/10.36887/2524-0455-2026-2-7

Quote article, MLA style

Dorofyeyev O. , Bril M. , Rylov K. E. Organizational communication strategy monitoring system: structural model and evaluation tools in the context of digitalization. Actual problems of innovative economy and law. https://doi.org/10.36887/2524-0455-2026-2-7