ISSN (print) - 0131-7652

ISSN (online) - 2686-7605

Том 56 № 1 (2026)
ФИНАНСОВЫЙ СЕКТОР

Организационная амбидекстрия как ответ на подрывные инновации рынка банковских услуг

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  • А.Б. Антипов
А.Б. Антипов
ысшая школа бизнеса, Национальный исследовательский университет «Высшая школа экономики». Начальник управления по развитию бизнеса, АО «Росатом Технологии соответствия».
DOI: https://doi.org/10.30680/ECO0131-7652-2026-1-111-131

Опубликован 29.01.2026

Ключевые слова

  • стратегия реагирования; подрывные инновации; инновационный менеджмент; новые бизнес-модели; динамические способности; диверсификация; цифровизация финансовых компаний; банковская деятельность; цифровые платформы

Как цитировать

1.
Антипов А. Организационная амбидекстрия как ответ на подрывные инновации рынка банковских услуг. ECO [Интернет]. 29 январь 2026 г. [цитируется по 30 январь 2026 г.];56(1):111-3. доступно на: https://ecotrends.ru/index.php/eco/article/view/4936

Аннотация

В работе исследуются стратегии реагирования Т-банка и Сбербанка на трансформирующиеся под влиянием новых технологий конкурентные условия финансового рынка. Реализованная Т-банком бизнес-модель «Банк без фронт-офисов» показала высокую эффективность и сама по себе может рассматриваться как подрывная инновация для банковского рынка. Сбербанк реализовал более сложную модель организационной амбидекстрии, которая проявляется в виде связанной и несвязанной диверсификации. Использован качественный метод исследования кейсов на основе эмпирических данных Сбербанка: 10 бизнес-проектов и документы стратегического планирования за 2008–2026 гг. Установлен факт применения двойственной модели управления, ориентированной на развитие традиционных и кардинально новых направлений бизнеса. Показаны достигнутые применением этой стратегии эффекты.
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