The article reveals theoretical approaches to managing the organizational potential of the enterprise in the conditions of change and reorganization. The positions of foreign and domestic authors on the understanding of the subject of organizational development and the main factors affecting the different components of the organization and undergoing changes are compared. The goals of organizational development of the modern organization are revealed and the risks faced by the organization in the context of change are highlighted. The authors justify the effectiveness of the organization's development by choosing a change management model that allows it to prepare for the challenges of the external and internal environment. The study considers the industry of intercom systems, which is currently undergoing significant changes, including in the composition of products and types of services under the influence of technological factors. Currently, the aggressive offensive and diversification of the activities of large companies into the regional markets of this sector of the economy leads to a fairly understandable algorithm for changes in the organizational potential of such enterprises. In this regard, in our opinion, the analysis of the experience of managing changes of regional small companies is of greater interest. The object of the study was a regional enterprise of the Lipetsk region LLC Binom, engaged in the field of intercom systems. Analysis of the research subject with the help of various tools of strategic analysis of the external and internal environment of the company revealed the main problems in the management of organizational development related to the management style, the model of organizational culture, applied management methods that do not correspond to the stage of the life cycle of the company. To increase the viability of the enterprise in the market of intercom systems, which is a key factor and condition for development in the long term, a set of measures was proposed aimed at preparing the company for changes in the future and improving management efficiency in the present.

1. Adizes I.K. Managing change. How to effectively manage change in society, business and personal life. Moscow, MIF, 2014. 700 p. (in Russian).

2. Adizes I.K. Corporate life cycle management. Moscow, MIF, 2019. 230 p. (in Russian).

3. Burko R.A., Sokolkova V.D. Selection and justification of the organizational structure of the enterprise. Young scientist. 2019. no. 7. pp. 313–315. (in Russian).

4. Verk V.V. Types of organizational change. Moscow, MIF, 2020. 270 p. (in Russian).

5. Ganus Y. Not every change is a development, but every development is a change. Sales Management. 2001. no. 3. pp. 2–5. (in Russian).

6. Gurina M.A. The concept of value-based personnel management is a response to the challenges of digital transformation. Digital transformations in the development of the economy and society: materials of the XV International scientific and practical conference. Voronezh, 2021. pp. 375–382. (in Russian).

7. Demyanenko V. Features of change management in Russia. Moscow, Publishing Solutions, 2018. 554 p. (in Russian).

8. Dontsova L.V. Benchmarking as a tool for evaluating the effectiveness of the internal control system. Moscow, Prospekt, 2016. 248 p. (in Russian).

9. Kolyada A.A. Effective tools for strategic analysis. How to make the right decision about the development strategy of the enterprise. Nizhny Novgorod, EMAS Business School Publishing House, 2015. 289 p. (in Russian).

10. Keller S., Price K. More than efficiency. Moscow, Alpina, 2016. (in Russian).

11. Kotter D.P. Accelerating change. Moscow, Yurayt, 2019. 190 p. (in Russian).

12. Krishtal E.A. Model Larry Grainer. NovaInfo, 2014. no. 27. Available at: https://novainfo.ru/article/2570 (in Russian).

13. Logan D., King D., Fisher-Reith. Leader and tribe. Five levels of corporate culture. Moscow, Mann, Ivanov and Ferber, 2020. (in Russian).

14. Newstrom DV, Davis K. Organizational behavior. Human behavior in the workplace. St. Petersburg, Piter, 2000. 447 p. (in Russian).

15. Saeed S. Business strategies and approaches for effective engineering management. IGI Global, 2013. doi: 0.4018/978–1–4666–3658–3.ch002

16. Black J., Gregersen H. Leading strategic change: Breaking through the brain barrier. Upper Saddle River, NJ, Prentice-Hall, 2002.

17. Gurina M.A., Moiseev A.D., Rumyantseva Y.V., Shurupova A.S. Improvement of the quality and availability of public services of multifunctional centers based on lean manufacturing. International Transaction Journal of Engineering, Management and Applied ciences and Technologies. 2021. vol. 12. no. 4. pp. 1–11. Available at: http://TuEngr.com/Vol12_4.html

18. Ashton-James C.E., Ziadni M.S. Uncovering and Resolving Social Conflicts Contributing to Chronic Pain: Emotional Awareness and Expression Therapy. Journal of Health Service Psychology. 2020. vol. 46. no. 3. pp. 133-140. doi: 10.1007/s42843-020-00017-y

19. Wenzel M., Koch J. From entity to process: toward more process-based theorizing in the field of organizational change. Journal of Accounting & Organizational Change. 2018. vol. 14. no. 1. pp. 80–98. doi: 10.1108/JAOC11–2016–0064/

20. Smith A.C., Skinner J., Read D. Philosophies of Organizational Change: Perspectives, Models and Theories for Managing Change. Edward Elgar Publishing, 2020. 328 p.

21. Vlados C. Change management and innovation in the “living organization”: The Stra. Tech. Man approach. Management Dynamics in the Knowledge Economy. 2019. vol. 7. no. 2. pp. 229-256.

22. Zhao L., Peng Z. Analysis and Design of a Context-Aware Smart Home System. 2020 International Conference on Intelligent Transportation, Big Data & Smart City (ICITBS). IEEE, 2020. pp. 716-719. doi: 10.1109/ICITBS49701.2020.00158

23. Sadeghi J.K., Struckell E., Ojha D., Nowicki D. Absorptive capacity and disaster immunity: the mediating role of information quality and change management capability. Journal of Knowledge Management. 2021. vol. 25. no. 4. pp. 714–742. doi: 10.1108/JKM06–2020–0404