The article is devoted to the study of strategic management of the growth of construction companies in the conditions of digitalization and increased competition. The theoretical approaches to the formation of competitive advantages are analyzed, including the classical competitive strategies of Porter and the resource-oriented approach, as well as modern transformations associated with the introduction of digital technologies and organizational changes. The key sources of competitive advantage are identified: innovations in technology and materials, quality and service, financial sustainability, brand and reputation, and human capital. The paper substantiates the need for systematic strategic management, which includes an integrated analysis of the external and internal environment, the formalization of goals, the standardization of project management, and the implementation of performance evaluation mechanisms based on a balanced scorecard that includes financial and non-financial metrics, including indicators of digital maturity and ESG. Based on the analysis, the paper proposes practical measures for prioritizing investments in synergistic initiatives, formalizing project portfolio management, and further exploring the quantitative impact of digitalization and ESG integration.