The article examines the trends and mega-trends that Russian organizations are forced to face in the process of developing an innovative and digital economy. New cross-cutting trends that have emerged under the influence of the pandemic are investigated, and it is proved that they will last long enough in the post-crisis period. It is found that in the process of developing strategies for the development of their enterprises in the post-crisis period, Russian managers need to take into account the cultural aspect, namely, the unique feature of the Russian value system, the possibility of skillfully combining the European idea of individualism with the Asian idea of col-lectivism. The advantages and disadvantages of the sudden-onset distance learning system, as well as technologies of remote employment and remote forms of interaction, which will receive a very powerful impetus for development and improvement in the post-crisis period, are discussed. It is proved that large and long-term changes in human communication, information consumption, new forms of labor organization of employees and managers, the transition to digital services and online self-service will become the norms and standards of the near future. The need for prompt decision-making by managers and managers of Russian enterprises when choosing possible development strategies in the post-crisis period is substantiated. The advantages of expanding the practice of using new organizational forms of organization planning such as holacracy and agile are highlighted, and in post-crisis conditions, not only business models will change and the planning cycle will shorten, but the use of flexible agile technology will invariably increase. Modern companies can efficiently cope with the adverse effects of coronavirus by choosing the right priorities for their development and understanding the trends that affect their industry before and after the crisis
The Strategic Determinants of Formation of Competitive Advantages of Innovative Development of Enterprise