The digitalization of the high-tech economy is complicated due to several issues. One can mention non-synchrony and imbalance in the development of industrial enterprises and their integrations; changes in the elements and relations between enterprises and the external environment; as well as contradictions between the actors. Therefore, a new institutional system for industrial integrations needs to be formed. This article proposes a concept and scenario of the institutional change needed to bolster industrial integrations in the digital economy. The structural logic and algorithm of the process provides for the gradual progress through seven phases of institutional transformation. The authors have developed an institutional change management platform for strategic transformation, the core of which is a decision-making system. The platform supports the management of digital and material business processes of industrial integrations. The conceptual approach is based on a comparison of the life cycles of enterprises and their markets. The article proposes a methodology for assessing the readiness of industrial integrations to implement institutional change strategies using modified Shewhart control charts. The methodology is based on a two-criterion approach to the analysis of finances, production reserves, human resources, organizational structures, management technologies, corporate institutions, and a personnel motivation system. This approach allows determining the level of compliance of the resources available with the requirements of the transformation strategy implementation plan. The methodology has been tested at 14 enterprises functioning as industrial integration actors. According to the dynamics of the level of readiness to implement the transformation strategy, enterprises within the framework of industrial integrations are divided into three groups: enterprises with consistently high, medium, and low levels of readiness to implement the strategy.

To achieve sustainability, industrial systems need to be modernized to improve resource efficiency while optimizing environmental and social performance. The implementation of environmental and technological projects is a complex management process and requires sufficient innovative potential and serious investments, which not every company can provide. Network integration of companies, providing synergy of resources and potentials, is an effective tool for the development and implementation of innovative technologies that allow achieving optimal resource efficiency indicators. An integrated complex approach to the formation of a cross- industrial system on the principles of network integration and partnerships ensures technological interaction between companies, optimizes the methods and forms of their economic activities, allows integration participants to achieve strategic goals and ensure environmental and social effects for the territory of presence. The sustainability of such a system is expressed in its ability to withstand internal threats and external challenges. Approaches to balancing environmental and technological effects while simultaneously analysing social efficiency have not received sufficient development in scientific research. This article discusses an approach to the selection of environmental-technological projects based on criteria for assessing the sustainability and resilience of industrial systems. The authors’ approach has been tested using two industrial symbioses of advanced socio-economic development territories in the city of Novotroitsk (Orenburg region, Russian Federation). The authors presented calculated indicators of resource efficiency before and after the formation of a cross-sectoral industrial system in order to identify social and environmental effects in Novotroitsk. This approach to the assessment of environmental and technological projects allows to concentrate government support measures on the general priorities of the implementation of regional economic and industrial policies.