Digital Systems in Public Policy and Urban Planning: Lobbying, Examples, and Recommendations for Further Application

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The use of digital systems in the face of growing global competition is one of the most important trends in the development of both corporate and public governance worldwide. Hence, the key task of the article is to analyze the specifics of the implementation and optimization of digital management systems in terms of minimizing political and economic risks. A comparative analysis of various cases clearly demonstrates that even lobbying for the introduction of digital planning and management systems can have both a positive and negative impact on government policy, depending on the specific situation. However, the demand for their use in state institutions at the federal and regional levels is only increasing every year, which opens up opportunities not only for potential customers, but also for performers and developers of digital systems. The authors prove that the deployment of innovative management technologies plays a crucial role in shaping the competitiveness and profitability of a company in both the public and private sectors. As an example, the authors consider options for implementing an enterprise resource planning system (ERP systems or Enterprise Resource Planning, i.e. a software solution that integrates the various business processes and functions of an organization into a single system), which led to failures due to a number of factors. On the other hand, examples of successful implementation of digital transformation projects in Russia are presented and a list of factors worth paying attention to when implementing urban planning projects in order to avoid financial losses in the future is given. The introduction of digital management systems in the practice of functioning of the unified system of public authority of the Russian Federation is an important step towards improving the management of public resources and improving the efficiency of government structures in general.

About the authors

Alexander V. Kurochkin

St Petersburg University; RUDN University

Author for correspondence.
ORCID iD: 0000-0003-4675-3625

Doctor of Political Science, Professor of the Department of Russian Politics, Acting Dean of the Faculty of Political Science, St. Petersburg State University; Professor of the Department of Comparative Politics, RUDN University

Saint-Petersburg, Russian Federation; Moscow, Russian Federation

Anastasia G. Dedul

St Petersburg University

ORCID iD: 0009-0004-7813-1534

Postgraduate student of the Department of Political Science

Saint-Petersburg, Russian Federation

Lev S. Shalev

St Petersburg University

ORCID iD: 0000-0002-3217-2427

Postgraduate student of Graduate School of Management

Saint-Petersburg, Russian Federation

Irina A. Babyuk

St Petersburg University

ORCID iD: 0009-0008-2654-570X

intern of the Faculty of Political Sciences

Saint-Petersburg, Russian Federation


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Copyright (c) 2023 Kurochkin A.V., Dedul A.G., Shalev L.S., Babyuk I.A.

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