CHANGE MANAGEMENT IN INSTITUTIONAL PROJECTS: BARRIERS AND SUCCESS FACTORS

Abstract

The relevance of the topic is due to the need to modernize the architecture of modern institutions in the context of European integration, digitalization and systemic crises, which requires a transition from rigid bureaucratic structures to flexible management models. The purpose of the article is to theoretically substantiate and practically systematize specific barriers that arise in the process of managing changes in institutional projects, as well as to identify key success factors that can ensure the effectiveness of large-scale organizational transformations. The methodological basis of the study is a set of methods of scientific knowledge, in particular: using systemic and structural-functional analysis, the institutional environment was investigated as a holistic ecosystem and the nature of interaction between the levels of its hierarchy, comparative analysis was used to compare commercial and institutional project management, the classification and typification method allowed to structure the identified barriers, the matrix method of stakeholder mapping was used to model strategies for interaction with stakeholders according to the criteria of their influence and interest, the generalization method was used as the basis for updating the categorical apparatus of the theory of change management and forming an adaptive management model. The results obtained consist in the formation of a holistic architecture of barriers to institutional change, which are differentiated into structural and organizational (bureaucratization, hierarchy, inertia), regulatory and resource (legislative rigidity, lack of capital and competencies) and psychological and behavioral. It is proven that the greatest threat is latent resistance of personnel and imitation of support from line management against the background of low readiness for change. A system of success factors is modeled, where the leading role is assigned to transformational leadership and two-way transparent communications. The effectiveness of process and integrative approaches to synchronize project decisions with the daily operational activities of institutions is substantiated. The practical value of the results obtained is that the proposed stakeholder interaction matrices and adaptive management models can be directly used to diagnose the organization’s readiness for reforms, develop preventive communication strategies, reduce the level of personnel resistance and optimize resource allocation during the implementation of real transformation programs in the public and corporate sectors.