For citation:
Akberdina, V. V., & Barybina, A. Z. (2026). Industry Patterns of Digital Transformation. AlterEconomics, 23(1), 96–121. https://doi.org/10.31063/AlterEconomics/2026.23-1.7
Abstract:
The relevance of this study stems from the understanding that, in the face of growing global challenges such as sanction pressure, value chain fragmentation, and the need to ensure technological sovereignty, digital transformation of industry is becoming a critical factor for adaptation. However, the observed diversity of digitalization trajectories across sectors calls into question the universality of existing approaches and requires the development of tools that take into account industry specifics. This article proposes the concept of an industry pattern of digital transformation, understood as a sustainable, replicable transformation model formed at the intersection of three key characteristics: the technological core, the depth of business model transformation, and the level of development of internal digital competencies. Based on this concept, a comprehensive methodology for identifying industry patterns was developed specifically for the Russian context. Each element of the pattern is revealed through the Federal State Statistics Service’s system of statistical indicators and implementation stage assessment scales. The methodology was tested using data from three high-tech sectors of Russian industry: pharmaceuticals, microelectronics, and aerospace. Significant differences in the emerging patterns were identified. In pharmaceuticals, a regulatory oriented model focusing on accounting and control with the accelerated development of AI in R&D was observed. In electronics, an integration based pattern dominated by computer aided design systems and a unique talent profile emerged. In aerospace, an engineering based pattern took shape where digital design and lifecycle management play a key role while maintaining the decisive role of humans. The results demonstrate that each industry is developing a unique configuration of digital priorities as a strategic response to external challenges, based on its technological nature, regulatory landscape, and accumulated talent pool. The proposed approach creates an analytical basis for the transition from universal recommendations to targeted industrial policies and the fine tuning of corporate digital transformation strategies.
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