STRATEGIC MANAGEMENT OF DIGITAL TRANSFORMATION: AI-DRIVEN INNOVATION AND ENTERPRISE COMPETITIVENESS IN UZBEKISTAN

Abstract

Digital transformation is a strategic and organisational process rather than merely the acquisition of software. Artificial intelligence (AI) can support operational redesign, improved services and new forms of value creation, but these opportunities do not guarantee sustained competitiveness. This conceptual study considers how enterprise leaders in Uzbekistan can align AI-related innovation with strategy, governance and organisational capabilities. Combining the dynamic capabilities perspective with influential digital-transformation literature and contemporary AI risk-management guidance, the paper proposes a four-stage strategic transformation cycle: sense opportunities, select an initiative portfolio, reconfigure business processes and evaluate performance. It introduces a practical portfolio-screening logic and a multidimensional scorecard distinguishing technology deployment from business outcomes. A hypothetical example illustrates the managerial choices involved without purporting to report observed results. The contribution is a strategic management model that links opportunity recognition, resource reconfiguration, learning and evidence-based renewal in an emerging-economy setting. Four propositions are formulated for future empirical research. The paper offers a decision framework, not measured evidence of AI effects on Uzbek enterprises.