STRATEGIC ADAPTATION AND FORMATION OF AN ANTI-CRISIS STRATEGY OF THE PHARMACEUTICAL BUSINESS OF UKRAINE UNDER MARTIAL LAW AND REGULATORY TRANSFORMATIONS

Abstract

The article examines the features of strategic adaptation of the pharmaceutical business in Ukraine under martial law and regulatory transformations during 2022–2026. It substantiates that the combination of military risks, logistical constraints, financial instability, and intensified regulatory requirements creates an environment of prolonged strategic uncertainty in which traditional models of strategic management lose their applied effectiveness and require conceptual reconsideration. The study is based on a systematic analysis of industry reports, analytical materials, and scientific publications, which made it possible to identify key trends and patterns of transformation in the pharmaceutical sector. The key directions of adaptation of pharmaceutical companies are analyzed, including logistics diversification, portfolio optimization, regulatory adaptation, financial stabilization, and enhancement of organizational flexibility, which are interpreted as interrelated elements of an integrated anti-crisis management framework. It is demonstrated that the anti-crisis strategy of the pharmaceutical business under wartime conditions is formed as a multi-level system of managerial decisions aimed at maintaining operational continuity, reducing sensitivity to external shocks, strengthening risk manageability, and aligning economic interests of enterprises with the social priorities of the state in the healthcare sector. Particular attention is paid to the role of regulatory transformations as a factor not only of constraint but also of strategic selection, which determines the competitiveness of pharmaceutical companies in the long term. The feasibility of shifting from reactive anti-crisis measures to scenario-based strategic management is substantiated, as such an approach ensures enterprise adaptability under long-term turbulence and creates prerequisites for sustaining the strategic viability of the industry. The scientific novelty of the study lies in the integrated consideration of military, regulatory, and market factors within a unified logic of anti-crisis strategy formation in the pharmaceutical sector. The results obtained may be applied in strategic management practices of pharmaceutical companies and may also serve as an analytical basis for further research on the development of the industry under conditions of prolonged instability and regulatory change.