The article analyzes the role of selected digital services in maintaining the functioning of the Ukrainian state and economy in wartime conditions and assesses their adaptive po-tential for European Union countries in the context of sustainable and resilient develop-ment. The starting point was the concept of institutional and economic resilience, which has grown in importance in the context of global crises, contributing directly to the goals of sustainable development and long-term socio-economic stability. A qualitative and quantitative approach was used, including secondary data analysis, comparative analy-sis, and triangulation of sources. The results of the study showed that platforms such as Diia, Diia.Business, eRobota, and Air Alert played a key role in ensuring the continuity of public services, support for businesses, and crisis communication. The integration of these tools into the public management system enabled Ukraine to maintain basic state func-tions despite the ongoing armed conflict. A comparative analysis with Estonia, Poland, and Denmark confirmed that the Ukrainian model can be a source of inspiration for EU digitalization strategies, particularly in the areas of mobile administrative services and integration with crisis management systems. The article's conclusions emphasize the importance of digitization as a strategic resource that strengthens the resilience and sus-tainability of public institutions and economies in emergency situations.

The change in the operating conditions of enterprises requires the search for new opportunities for the formation of long-term sustainable competitive advantages. This causes a change in the focus of attention from one aspect of the activity to another. In order to avoid the loss of directions and processes of activity that are unattractive in a specific period of time, but promising or providing the main directions of activity, it is necessary to smoothly change the features and conditions of operation of individual structural elements of the enterprise, taking into account their potential interdependence. Effective change of the structural elements (aspects) of the enterprise's activity is possible due to the effective implementation of a properly formed set of strategies of the relevant functional structures. The effectiveness of the formed complex of functional strategies is ensured by the development and implementation of the main tasks of each functional strategy in the direction of the target vector of the enterprise's development. The task of this vector should be carried out by the measures of the functional strategy, which will contribute to the maximum adaptation of the activities of enterprises to changes in the conditions of its functioning. Accordingly, the purpose of the work is to clarify the key (priority) functional strategy of the strategic development of the enterprise in the conditions of the circular economy and to build its relationship with other types of functional strategies in the process of ensuring the long-term competitive development of the enterprise. The characteristic features of the main types of functional strategies are considered. The key aspects of the enterprise's activity, which determine the priority role of certain types of functional strategies, have been studied and grouped, in accordance with their characteristic features, depending on changes in the conditions of the enterprise's functioning. The key position of the production strategy in the competitive long-term development of enterprises in the conditions of the circular economy is substantiated, since the possibility of reducing waste depends on the rationalization of the business processes of the enterprise and the construction of effective options for its cooperation with promising partners, based on the defined strategic reserve of a certain type of potential, which is the basis of the production strategy . It has been proven that the rationalization of internal business processes in the context of a complex of functional strategies with a priority on production will make it possible to decide on the need to carry out certain types of activities and/or the possibility of their reduction, repurposing, etc. for different situations and to simplify the process of adapting the enterprise to the dynamic conditions of its operation.