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The current stage of Ukraine's development is characterized by the decline of many industries in most regions, the curtailment of social and environmental programs in this direction. Such conditions require new approaches not only in planning the development of the range of services, the application of appropriate sales technologies, but also in the formation of new approaches to cost management and increasing the efficiency of business structures. It was found that the advantages of digitalization become a driving force, as well as a competitive advantage of business structures and their stakeholders. The purpose of the study is to determine the features of the process of digital transformation of business in conditions of uncertainty and to identify factors influencing its implementation. The strategic direction of digital development in recent years was the creation of digital infrastructure as an element of the business environment. It has been proven that the business environment in Ukraine is characterized by significant intrusion into the economic affairs of the state and government entities, as well as insufficient efficiency and inconsistency of the applied regulatory tools. Against this background, the need to make management decisions at enterprises in conditions of uncertainty is significantly increased. The possible consequences of the growth of the digital economy for the following subjects were studied: entrepreneurs and employees; consumers of goods and services; unemployed or potential employees; government. It has been proven that the need for digitization processes can be somewhat different at the macro- and micro-level. Thus, the effectiveness of the digital transformation policy is determined by its compliance with the needs of the country's socio-economic development, as well as the interests of individuals and legal entities and the opportunities of the economy. The general policy of digital transformation in the country can only be an auxiliary tool in general economic regulation measures. It is necessary to start digital transformation at a specific enterprise by defining the purpose and reason for the changes. In addition to external conditions, with the help of strategic analysis, it is necessary to identify problem areas and growth areas of the enterprise, in which digital tools can be most appropriate. It was concluded that in conditions of uncertainty, the digital and IT infrastructure, the financial capabilities of the enterprise, and the competence of managers and executives should be clearly assessed. Also, the development of business transformations will be positively influenced by the formed digital support infrastructure.

In modern conditions, the question of improving the system of foreign economic potential management in Ukraine, de ning approaches and tools for attracting foreign investments becomes a matter of special urgency. Creation of international joint ventures will be facilitated by only a positive investment climate. The current process of attracting foreign investment into the Ukrainian economy has a weak link with the priorities of its economic development and national interests.At the moment the Ukrainian policy of attracting foreign capital is uneffective. It is aimed at obtaining loans that bear the risk of non-payment, the implementation of unfavorable terms of lending, while improving the investment climate and promoting international cooperation will have positive long-term consequences, which is extremely important in Ukraine. In this case, contractual relations can be structured in such a way as to meet the priorities of economic development and national interests of the state. Therefore, it is imperative to develop and implement an active state policy in the  eld of revitalization and structural optimization of foreign investment in Ukraine, taking into account the strategic changes in its investment climate. The suggested recommendations about forming a mechanism for joint international entrepreneurship in Ukraine allow making informed managerial decisions on possible areas for developing a joint venture development strategy, taking into account certain problem areas (production, personnel, logistics,  nances, management and marketing), and grouping of routes improvement of the mechanism itself at different levels (internal organization, collegiate and national).