CHANGES IN CORPORATE CULTURE AS A KEY ELEMENT IN ADAPTATION OF AN ENTERPRISE IN THE CONDITIONS OF DIGITAL TRANSFORMATION

The article examines corporate culture as a critical factor in the successful adaptation of an enterprise's business processes to the conditions of digital transformation. The author's vision is based on the understanding that digital technologies in themselves do not create a transformational effect if the organization does not have a culture capable of supporting innovation, openness, flexibility and rapid learning. Corporate culture is considered as a system of behavioral norms, collective beliefs and value orientations that determine the readiness of personnel for change, the level of digital decision-making and the degree of their real impact on business processes.The study analyzes the key structural elements of culture that can facilitate or, conversely, hinder digital transformation. It is shown that successful organizations form a culture built on trust, mutual respect, psychological safety, encouragement of teamwork, cross-functional interaction and customer orientation. Special attention is paid to the development of digital competencies, which include not only technical skills, but also the ability to think with data, work in flexible organizational structures and make decisions based on analytics.A special emphasis is placed on the role of leadership in shaping a digitally oriented corporate culture. It is determined that managers should not only proclaim the course towards digitalization, but also personally demonstrate new models of behavior, support experimentation, facilitate learning and form transparent communication practices. It is shown that without the active participation of management, changes remain superficial and do not turn into long-term transformation of business processes.The article specifies the mechanisms of interaction of corporate culture with the effectiveness of digital transformation. It is proven that culture affects the speed of technology implementation, the degree of their use by employees, the quality of decision-making, the formation of innovative solutions and the ability of the organization to adapt to market changes. The results of the study emphasize the need for a systematic approach to culture formation, which includes diagnosing cultural barriers, developing competencies, improving leadership models, and creating learning mechanisms.