ОРГАНИЗАЦИОННАЯ ТРАНСФОРМАЦИЯ ЧЕРЕЗ МУЛЬТИАГЕНТНОЕ УПРАВЛЕНИЕ НА ПРИМЕРЕ ДИЛЕРСКОГО ЦЕНТРА

Abstract:
The purpose of the article is to develop and theoretically substantiate an algorithm for the organizational transformation of a multi-brand dealership based on the principles of multi-agent management (MAU). The result of the research is a step-by-step algorithm for the transformation of a multi-brand dealership, which includes four stages: initiation of a pilot trigger agent, piloting and testing interactions, scaling and formation of a network ecosystem, institutionalization of a new culture. The author proposes a functional matrix of product, resource, staff, and infrastructure agents, which defines a holistic model of responsibility allocation in which each agent is autonomous in its domain, but integrated into the overall system through a digital platform and contractual relationships. It is concluded that the introduction of multi-agent management allows the dealership to move from a hierarchical structure to a self-adjusting agent network capable of quickly integrating new brands, balancing the interests of sales and service, and retaining customers throughout the lifecycle. The practical significance of the scientific results obtained lies in the fact that the proposed approach forms the basis for creating self-adjusting dealer ecosystems in which digital tools, organizational mechanisms and management logic function as a single whole.