STRATEGIC APPROACHES TO THE MANAGEMENT OF INNOVATIVE PROJECTS IN CONSTRUCTION

Abstract

The article explores the theoretical, methodological, and practical aspects of forming strategic approaches to managing innovative projects at construction enterprises. The domestic construction sector faces unprecedented challenges in the context of large-scale post-war reconstruction. It is proven that in conditions of financial and labour resource deficits, transitioning to an innovation-investment management model is the only way to ensure the survival and competitiveness of domestic enterprises. Numerical data regarding the economic efficiency of innovative management technologies are analyzed and systematized. In 2025, the Ukrainian construction sector became a driver of economic recovery: growth in construction volumes, large-scale government compensation and mortgage schemes, as well as support from international partners, have ensured that pre-war figures have been exceeded and are laying the foundations for the sustainable development of the housing and infrastructure sectors. Stagnation in labour productivity within the global construction industry (1 per cent per annum) and colossal losses during the implementation phase necessitate a strategic shift from extensive working methods to intensive, innovative management tools. Strategic management of innovative projects in the construction sector must be systematic in nature and based on a combination of resource- and competence-based, process-oriented and eco-economic approaches. The competitiveness of a modern construction enterprise is directly proportional to its ability to incorporate digital tools (BIM) and lean production methodologies into its project management framework. Prospects for further scientific research lie in the development of economic and mathematical models for assessing the risks of innovation and investment projects in the context of the large-scale post-war reconstruction of Ukraine’s infrastructure through public-private partnerships. Global experience demonstrates that the ‘Lean-BIM’ strategic model is the only viable option, capable of reducing the cost of an innovative project by 10–25 per cent and accelerating its implementation by up to 30 per cent. For the global market, this means sustained competitive leadership, whilst for Ukraine it serves as a mechanism for the rational utilisation of funds from donors and investors in a context of shortages of finance and human capital.