INTELLECTUALIZATION OF BUSINESS PROCESSES AS A FACTOR IN THE TRANSFORMATION OF THE FUNCTIONING OF ENTERPRISE MANAGEMENT SUBSYSTEMS

Introduction. The transformation processes that are currently taking place are associated with tectonic shifts that are rapidly changing the structure of economic and social relations around the world. Changes in attitudes, sources of information and technologies also lead to changes in management activities, as the transition from solving individual tasks to forming a system of business processes at an enterprise cannot be ensured and maintained without the use of modern information technologies, digitalization and the formation of intellectual capital. Constant dynamic changes require management to respond quickly to changes and make quick, high-quality and relevant decisions, building interaction between the object and subject of management at a new level — intellectualized. Purpose. The article is aimed at studying the impact of business process intellectualization on the transformation of the functioning of management subsystems at an enterprise. Materials and methods. The research was conducted using a wide range of scientific sources, academic articles and publications by both foreign and domestic authors were processed, which made it possible to obtain a multifaceted view of the research subject. In the process of conducting the research, the following scientific methods were used: analysis, synthesis, induction, deduction, comparison, theoretical generalization, etc. Results. The article considers the concept of “intellectualization” in a multidimensional context: as an economic phenomenon, as a condition for development, as a factor of optimization of tasks, as a tool for management and formation of competitive advantages of an enterprise. It is noted that the concept of “business process” acts as an indicator of its business functions and carries economic content. The directions in which business processes can be improved are outlined, in particular, optimization of quality management, benchmarking, restructuring and orientation, and process management. The author emphasizes the importance of using not only process management but also functional management to create an integrated management system. The key trends that have emerged to date are indicated, the key of which is the intellectualization of process systems, as well as the concept of process management BPM (Business Process Management) as an integrated tool for business processes. The study made it possible to formulate recommendations for the management subsystem when changing a business process in the context of its intellectualization: qualitative and quantitative assessment of the feasibility of changes; use of modern technologies that allow for various operations with information; identification of key issues that need to be improved; ensuring the readiness of personnel to use business processes of a new format and participation in their development; creation of an intellectualized environment at the enterprise. Discussion. Further research is expected to focus on the intellectualization of business processes in each management subsystem, which will increase the efficiency of these processes and, accordingly, achieve the goals set by the enterprise in a more efficient way.