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Developing a Methodology for Formulating the Strategy of a Construction Development Company Based on Digital Technologies
Romanenko O. V.

Romanenko, Olesia V. (2025) “Developing a Methodology for Formulating the Strategy of a Construction Development Company Based on Digital Technologies.” Business Inform 10:180–189.
https://doi.org/10.32983/2222-4459-2025-10-180-189

Section: Information Technologies in the Economy

Article is written in Ukrainian
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UDC 338.2

Abstract:
The construction sector in Ukraine stands on the verge of fundamental changes driven by the global trend of digital transformation (DT). The research problem is the lack of a holistic management framework for strategic DT planning in construction development. Most existing studies focus on the tactical use of individual technologies (BIM, AI) at the level of specific projects, overlooking the needs of top management for tools to make well-grounded decisions regarding investments, organizational changes, and new business models. Developing such a strategy is complicated by the characteristics of the industry: high fragmentation, project-based orientation, and low levels of process standardization. The article is dedicated to the development of a step-by-step methodology for creating a digital strategy that considers the specifics of the construction industry. The author analyzed the conceptual foundations of digital transformation, including the paradigms of «Construction 4.0», «ConTech», and «PropTech»; evaluated the strategic value of key digital technologies; formulated a methodology for strategic planning; and outlined practical aspects of its implementation. The research methodology is based on a structured, four-stage approach that integrates classical strategic analysis tools within a digital context. The first stage (strategic analysis) involves using an adapted Porter’s Five Forces model to assess the competitive environment and a SWOT analysis to evaluate the company’s digital readiness. The second stage (vision and goal setting) uses an adapted Balanced Scorecard (BSC) to break down the vision and strategic objectives into measurable KPIs. The third stage (portfolio and roadmap development) involves prioritizing technologies using an «impact/complexity» matrix and creating a phased implementation plan. In the fourth stage (implementation and organizational transformation), it is recommended to use the McKinsey 7S model for comprehensive change management. The author proves that digital transformation in construction is a fundamental restructuring of business models, not merely the deployment of software tools. Success depends on the integration of ConTech (BIM, digital twins, AI) and PropTech (AI/Big Data for market analysis, IoT), which create a unified digital continuum. Investment substantiation should be based not only on quantitative ROI metrics but also on qualitative advantages and the potential for data monetization, turning the developer into a «technological real estate operator». The author also notes that the main obstacles are organizational and cultural rather than technological. The proposed methodology provides companies with systemic instruments for navigating the complex process of strategic planning in the context of digital transformation.

Keywords: real estate development, digital transformation, strategy, digital technologies, business processes, digital competencies.

Fig.: 4. Tabl.: 2. Bibl.: 20.

Romanenko Olesia V. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Commodity Science and Commercial Activities in Construction, Kyiv National University of Construction and Architecture (31 Povitrianykh Syl Ave., Kyiv, 03680, Ukraine)
Email: [email protected]

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