New Realities of Restructuring of Russian Companies

Abstract

Restructuring of companies has always been considered as a mechanism for improving business efficiency and increasing the stability of the organization. In modern conditions in Russia there are two stages of restructuring companies. At the first stage, which began in the early 1990s, the goals of transforming companies were overcoming crisis conditions and the possibility of bankruptcy, raising financial and economic performance indicators to an appropriate level, and eliminating non-core and unprofitable structural divisions. Such goals set the objectives and directions for research on the transformation of companies. Since 2014, the external environment for doing business has deteriorated sharply in Russia. The introduction of antiRussian sanctions has caused a rupture of business and economic ties, a ban on the supply of equipment and components for domestic companies, and political restrictions. Within the framework of import substitution, domestic companies began to master the production of new types of products that were previously supplied from abroad, which requires the creation of new structural divisions. Restructuring of companies began to take place in the form of internal development, which is not provided for by the Law on Joint-Stock Companies. In the changed conditions of the external environment, the objectives of the transformation of Russian companies were to ensure the economic security of the country, the development of selfsufficiency in the national economy, the release of new types of products previously supplied from abroad. New business conditions require new tasks and factors to be identified, methods and mechanisms for effective restructuring of Russian companies to be justified.