AIM. To summarize the changes that have taken place in pharmacy organizations owing to the use of digital technologies, and to determine the directions of development and prospects of digitalization for pharmacy organizations. METHODS. The study employed logical, analytical, synthetic, systemic and historical retrospective methods, content analysis of legal acts, and the general scientific methods of grouping and classification. The legal acts that determine the development of digital technologies in the Russian Federation were analyzed, as well as the works of Russian pharmaceutical science since the 1990s in which the management technologies of a pharmacy organization were developed. RESULTS. The systemic analysis made it possible for the first time to identify a historical feature of the economic structures of the pharmacy business. In each economic structure the prosperity of pharmacies was based on the most advanced knowledge of its time, and for a long period such knowledge was chemistry, pharmacognosy and the technology of drug compounding. The management technologies that are today performed for the specialist by software were developed by Russian pharmaceutical science from the 1990s onwards. The calculation of demand and the rationing of stocks, the analysis of the assortment structure, pricing and business valuation were formalized and embedded in algorithms, therefore a significant part of the digital solutions used in a pharmacy organization represents the technological development, automation and scaling of previously established management methods. The content analysis of legal acts showed that the state defines the strategies of scientific and technological development and places emphasis on artificial intelligence, the digitalization of health care and digital platforms, while the experimental legal regime has been chosen as the form of introducing innovations. Electronic document management is used in pharmacy organizations and facilitates routine work, although some organizations still keep paper records. However, the full responsibility for the result of the use of digital technologies remains with the accredited specialist. A special place is occupied by the drug movement monitoring system, in which the response of the information system has become a condition for completing a commodity transaction. Information exchange with medical organizations and the admission of specialists to work through the system of continuing education and accreditation have been transferred to the digital environment. On the whole, at the stage of maturity of digital technologies one observes an expansion of the range of tools used, a synergy of professional and artificial intelligence and the integration of their thesauri, difficulties in practical use due to shortcomings in software support, as well as some easing of the shortage of professional personnel. The transition from digital accounting to digital support of the pharmacist’s professional decision appears to be the most significant direction of development, and the experimental legal regime remains the mechanism for introducing innovations. The pace of digitalization is limited by the responsibility of the specialist, the special procedure for processing health data, the lag of software behind the regulatory framework and the unequal capabilities of large pharmacy chains and single pharmacy organizations. CONCLUSION. The improvement of the processes of pharmaceutical activity continues under the conditions of a personnel constraint owing to the work of highly qualified people in cooperation with “smart” technologies. An analogy can be drawn between the use of the advanced knowledge of past economic structures accumulated in pharmacies (chemistry, drug compounding technologies) and the use by pharmacists of the new digital tools of the cybernetic paradigm. Digital technologies are the chemistry of the professional development of the present day of pharmacy activity.