Volodymyr Bugrov

The purpose of this paper is to summarize the experience of leading university libraries in attracting and using creative industries implementating strategic management. The study was conducted taking into account the previous experience by analyzing and systematizing the regulatory framework, information, and analytical materials on this issue, and conducting personal interviews with librarians. The results and conclusions were obtained on the example of libraries of seven higher educational institutions of Ukraine, which are included in the QS World University Rankings and the Times Higher Education.
The paper illustrates an extremely unsatisfactory financial situation and insufficient funding for university libraries. But even in such conditions, they are transformed into informational institutions, which not only provide users with a comfortable educational space but also produce innovative information resources and implement creative projects. The most significant projects are analyzed. All seven libraries have development strategies in which their mission is formalized. In three strategies there are no quantitative guidelines for development and, accordingly, the timing of their achievement. In addition, three strategies do not have the understanding of the need for business activities, and their key business processes are not clearly defined. Another three university libraries lack significant international creative projects. Instead, all seven university libraries recognize the need for creative industries and successfully implement creative projects of national importance.
The study emphasizes the need to apply a model of strategic management of creative industries on the example of university libraries.

Acknowledgment
This scientific paper published with support by British Council’s ‘Creative Spark: Higher Education Enterprise Programme’, project № 5742783597 – the ‘National Сentre for Сreative Entrepreneurship Development’ (NCCE).

This study aims to highlight the resilience and innovation of Taras Shevchenko National University of Kyiv (KNU) in the face of internal and external risks, particularly during times of war and political instability. KNU’s commitment to advancing knowledge is evident through its successful maintenance of educational, scientific, and economic activities and its proactive measures to counter propaganda and misinformation. The university has prioritized the psychological and emotional support of its students and staff and has minimized student losses by implementing flexible forms of education and individual counseling. KNU has also strengthened its international partnerships and grant initiatives. Despite significant losses, the university has maintained its material and technical infrastructure by leveraging various funding sources and developing a strategic trajectory toward an entrepreneurial model. KNU’s strategic objectives include transforming the university into the core of innovation clusters, establishing a risk management system, and monitoring the labor market. KNU’s experience could provide valuable insights for other universities facing similar challenges, emphasizing the importance of effective risk management, crisis communication, and psychological support for the academic community.

Acknowledgment
The authors express their gratitude to the Armed Forces of Ukraine for their bravery and resilience in the fight for the country’s freedom and independence against new threats in the 21st century. They also thank the Taras Shevchenko National University of Kyiv staff for their unwavering commitment, selflessness, and psychological fortitude, enabling maintaining and expanding the university’s resources despite challenging circumstances. Overall, the authors are optimistic about the future and confident in the prospect of victory.