Перегляд за Автор "Zhanna Piskova"

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  • Ескіз
    Документ
    Agile organisations in the BANI era: Case studies of companies utilising Scrum
    (Simon Kuznets Kharkiv National University of Economics, 2025) Victoriia Varenyk; Zhanna Piskova
    Globalisation, technological breakthroughs, and unpredictable events have created an era in which traditional management approaches are losing effectiveness. Since 2020, businesses have been operating in a BANI world, where adaptability has become a key advantage. The aim of this study was to examine modern successful agile companies and determine the feasibility of implementing the Scrum methodology in the management processes of other organisations. The study employed several methods: theoretical generalisation and comparison (revealing the essence of SPOD, VUCA, and BANI worlds with a focus on key characteristics); analysis (examining global changes influenced by various factors and uncovering their specifics); statistical (data grouping to determine the percentage of companies worldwide using agile methodologies); and abstract-logical (formulating principles of Agile effectiveness, including its advantages and drawbacks). Agile methodologies were examined based on the experience of ten leading companies in flexibility, recognised for their significant achievements in innovation and high customer satisfaction. Current statistical data on the use of Agile, Scrum, and Kanban methodologies and their impact on company performance have been examined. The advantages of Agile approaches, the growing popularity of these methodologies among global companies, and the effectiveness of implementing flexible methodologies across various industries have been assessed. The practical experience of implementing flexible methodologies in the management processes of successful international companies has been analysed and systematised, along with a comparative assessment of different agile methodologies. Based on this, an effective tool for managing companies in the nonlinear BANI world has been proposed. It has been determined that achieving results requires an individualised approach, necessitating adaptation to the specific context. The practical value of the study lies in the systematisation and analysis of the modern, dynamic external and internal business environments of companies, providing management personnel with an effective tool for future navigation
  • Ескіз
    Документ
    Soft, hard, and digital skills for managers in the digital age: Business requirements and the need to master them
    (Simon Kuznets Kharkiv National University of Economics, 2024) Victoriia Varenyk; Zhanna Piskova
    Digitalisation in Ukraine and the world changes products, services, and business processes, affecting the number and quality of jobs due to the need for digital skills. Employers are requiring new skills from candidates in job profiles for existing managerial positions. The purpose of this study was to investigate the impact of soft skills, hard skills, and digital skills on managers in the era of digitalisation based on the analysis of business requirements. The following methods were used: theoretical generalisation and comparison (disclosure of the content of each group of skills), analysis (skills most frequently and most demanded by employers), statistical method (summary and grouping of data collected from the job search portal), synthesis (combination of different types of information), and concretisation (identification of problems in the legislative and regulatory framework of Ukraine). The study established the ratio of skill groups in the analysed positions: sales manager, HR manager, and logistics manager mainly need the following skill groups: soft and hard, but to varying degrees. Soft skills are essential for the positions of sales manager and HR manager, while hard skills prevail for the position of logistics manager. Only project managers need hard skills and digital skills because of their specificity. To provide a better understanding and visualisation of complex information about competencies or skill levels, the authors first introduced a “three-zone competency stoplight” and a colour matrix of the result of soft, hard, and digital skills requirements of employers by position. Three skills groups are proposed to be represented in different colours: orange (soft), pink (hard), and green (digital), which will allow businesses to use this visualisation to see the zones that correspond to their job offers and understand what skills they will require from candidates for the relevant position and to what extent. The practical significance of the study is the possibility of using its results in the development of educational programmes for planning the development of necessary disciplines