ІННОВАЦІЙНІ УПРАВЛІНСЬКІ ІНСТРУМЕНТИ ЯК ВАЖІЛЬ РОЗВИТКУ ПРОДУКТОВИХ ІТ-КОМПАНІЙ

Abstract

Abstract

The article substantiates the role of innovative management tools as a lever for the development of product IT companies under conditions of environmental turbulence, shortening digital product life cycles and intensifying global competition for users and for qualified specialists. It is shown that a product IT company constitutes a specific object of management, characterised by a high share of intangible assets, the transfer of market demand risk to the company itself, the network nature of value and a critical dependence of results on the quality of managerial decisions rather than on the volume of resources involved. Consequently, the traditional lever of growth, namely the accumulation of resources, demonstrates sharply diminishing returns, whereas the returns on the managerial lever increase. The paper clarifies the content of the concept of an innovative management tool, defined as a formalised and reproducible means of influencing the management system that changes the mechanism of decision-making, resource allocation or coordination and provides a measurable increase in organisational adaptability. A five-element classification is developed according to functional purpose, covering tools of strategic goal-setting and alignment, organisational and process tools, product discovery tools, analytical and measurement tools, and human-centred tools including digital and artificial intelligence solutions. A lever model is proposed that explains the conversion of a managerial innovation into growth of company value through four transmission links: shortening of the feedback loop, an increase in the share of validated decisions, growth of value-stream throughput and retention of key competence. A methodological approach to evaluating implementation performance is grounded on an integral index that aggregates five groups of partial indicators using minimax normalisation and expert weighting, accompanied by an interpretation scale distinguishing imitative, fragmentary and systemic implementation. The correspondence between tools and the stages of a company life cycle is established, and barriers to implementation in the Ukrainian context are identified.