SPECIFICS OF DIGITAL TRANSFORMATION OF BUSINESS PROCESSES IN THE MANAGEMENT SYSTEM OF CONSTRUCTION ENTERPRISES

Abstract

Russia's construction sector currently exhibits a number of economic contradictions. On the one hand, it ranks second in the national economy in terms of employment- approximately \(10\%\) of the country's working- age population- and its annual expenditures reach approximately 17 trillion rubles. On the other hand, in terms of digital maturity, the industry ranks only \(17th\) out of 18. This discrepancy largely determines the nature of the digital transformation of business processes within construction companies' management systems. Unlike the manufacturing industry, where the adoption of digital technologies began earlier and progressed more smoothly, the construction industry is entering the digital era under pressure from several factors. These include strict government requirements, the mandatory use of information modeling (BIM), and a significant shortage of qualified personnel. This study analyzes the main drivers of digitalization in the construction industry. It examines how BIM, digital twins, and platform solutions are changing management procedures. Particular attention is paid to how these technologies are restructuring traditional models of planning, control, and decision- making. In addition, practical recommendations are being formulated to organize effective management of construction companies in the digital economy. A key feature of the current stage is that the industry is forced to catch up in a compressed timeframe. While digitalization in manufacturing was often initiated by companies themselves, striving to improve competitiveness, in construction, government regulation plays a significant role. The mandatory implementation of BIM for budget- funded projects, and later for private projects, has become a powerful catalyst for change. However, this process is fraught with difficulties: a significant portion of companies, especially small and medium- sized businesses, lack sufficient resources, experience, or trained specialists to fully transition to new technologies. The personnel problem is particularly acute. The construction industry traditionally focuses on practical skills, while working with digital tools requires knowledge of information technology, data analysis, and systems management. A combination of these competencies is rare, slowing the implementation of even proven solutions. As a result, digital transformation often boils down to the formal use of software products, without a profound restructuring of business processes. Nevertheless, it is precisely under such pressure that new approaches are emerging. Digital twins of buildings and structures allow for the lifecycle modeling of a facility even before construction begins, reducing risks and optimizing costs. Platform solutions that unite project participants in a single information space increase transparency and speed of communication. Management processes based on real- time data become more flexible and robust. Thus, the Russian construction industry is at a bifurcation point. The success of digital transformation will depend not only on the implementation of specific technologies but also on the willingness to change management culture, invest in staff training, and develop new models of interaction with government agencies and contractors. This article aims to contribute to understanding these processes and offer practical guidelines for construction company managers facing the digital age.