TEAMBUILDING AS A TOOL FOR ACHIEVING SYNERGY IN BUSINESS MODEL MANAGEMENT IN THE CONTEXT OF DIGITALIZATION

New business conditions, technological devices 5.0, development of holacratic organizations and the search for innovative methods of synergy achieving in business model management have led to the necessity of teambuilding studying as tools for solving business development problems in new dynamic conditions. Therefore, current market trends underscore the relevance of the topic by the fact that teambuilding is one of the effective tools for the tasks facing today's business models: digitalization, development in conditions of uncertainty, and high rates of change. The main objectives of the article are teambuilding substantiating it as a tool to achieve the effect of synergic interaction between professionals and modeling the team structure, considering the conditions of digitalization and new social challenges of today. The article summarizes the scientific approaches to the mechanism of teambuilding in business and determines the signs of the teambuilding process from a systemic point of view. The tools, tendencies and problems of achieving the synergy effect of team interaction within the given business model are determined. The business models of the world's leading team-type companies are characterized and the practical tools, as well as main barriers of teambuilding tools implementation, are analyzed. A methodical approach to the team structure modeling in the conditions given by the business model is offered. It is substantiated that the application of the deterministic stochastic model is a more accurate reflection of real practice, as it takes into account the factors of the business model's influence on the team structure in accordance with the requirements of the task. Research methods. To substantiate the main purpose of the article, the postulates of the system approach to the teambuilding concept and the main features of the functioning of teams in business are used. Methods of economic and mathematical modeling are used to reflect the team structure optimization in order to achieve a synergy effect. The method of comparative analysis is the basis of the methodology for determining the teambuilding activities effect, and the functional-system method is used to determine the tools of teamwork synergy achieving. In the context of digitalization, the proposed synergy matrix (S) is enhanced by digital communication protocols. The transition to Industry 5.0 implies that the 'Analyst' and 'Hacker' roles are increasingly reliant on AI-driven data processing, which reduces the time for feedback loops (as noted in the studies of digitalization's impact on feedback). Thus, the synergy effect is not only a result of human interaction but also a derivative of the technological maturity of the business model's digital infrastructure. The model was validated through a comparative analysis of two food industry enterprises: Grandem PE (Halal certified) and Blizart Co. (ISO 22000/HACCP certified). Results. The results of numerical experiments confirmed the model's effectiveness, showing a significant increase in the synergy coefficient ($A$) from 1.18 to 1.45 for Grandem PE and from 1.24 to 1.38 for Blizart Co. The application of the stochastic model allowed for a reduction in communication losses by 26.3-28.8%, resulting in a net synergy growth of 11.3% and 22.9%, respectively. These findings prove that teambuilding acting as a stochastic system serves as a high-leverage tool for achieving non-linear business growth in the Industry 5.0 era.