Abstract
<jats:p>Introduction. The functioning of enterprises in the conditions of martial law is characterized by increased economic uncertainty, financial risks, and disruptions of production and logistics processes. Under such circumstances, the ability of enterprises to realize their strategic economic potential becomes a key factor in maintaining financial viability and ensuring sustainable development. However, the mere availability of economic resources does not guarantee their effective use. In a crisis environment, the role of financial analysis and financial control significantly increases, as they provide analytical support for managerial decisions and enable enterprises to adapt to rapidly changing external conditions. The purpose of the article. The purpose of this article is to substantiate the role of financial analysis and financial control in ensuring the implementation of the strategic economic potential of an enterprise under martial law and to develop analytical tools that allow assessing and controlling this process in conditions of increased financial uncertainty. Methods. The methodological basis of the study includes a systemic and analytical approach that integrates financial ratio analysis, comparative analysis, adaptive benchmarking, and classification methods. A comprehensive system of financial indicators was used, grouped according to financial stability, liquidity and solvency, profitability, business activity, and investment capacity. The study also applies the concept of crisis benchmarking and resilience metrics for adapting traditional financial benchmarks to wartime conditions. In addition, an analytical matrix method was used to integrate the level of implementation of the strategic economic potential with the level of financial stability. Results. The study substantiates an adaptive system of financial analysis indicators oriented toward maintaining financial stability, liquidity, and positive operating cash flows as critical factors of enterprise viability during wartime. Adapted benchmark ranges for key financial indicators are proposed, allowing a more realistic interpretation of the financial condition of enterprises compared with traditional normative values. Furthermore, an analytical management decision matrix was developed that combines the level of financial stability with the level of realization of the enterprise’s strategic economic potential. This matrix makes it possible to classify enterprises into strategic zones and to determine appropriate management strategies, including development, stabilization, adaptive management, or anti-crisis measures. Conclusions. The research confirms that the effective implementation of the strategic economic potential of enterprises largely depends on the integration of financial analysis and financial control into the system of strategic management. The proposed adaptive system of financial indicators and benchmarks provides a more adequate assessment of enterprise financial resilience in conditions of martial law. The analytical decision-making matrix transforms the results of financial diagnostics into practical managerial recommendations, enabling enterprises to identify strategic priorities, maintain financial stability, and adapt their development strategies to conditions of prolonged economic uncertainty and wartime risks.</jats:p>