The development of the theory and methods of crisis management of enterprises is an important task of management science today. Crises occur constantly and create unpredictable situations that require a non-standard, flexible approach to their solution. In addition to the main damage to the financial and economic stability and development of the enterprise, the crisis poses additional threats, in particular, to ensure the innovative development of enterprises. A comprehensive solution to the problems of innovative development of enterprises in a crisis is possible by including this area in the tasks of crisis management. The article substantiates the strategic approach to crisis management, which takes into account the intensification of threats to the innovative development of enterprises in a crisis. The strategy and theoretical and methodological basis of threats to the innovative development of enterprises in a crisis are described. Emphasis is placed on the expediency of differentiating approaches to innovation management depending on the stage of crisis management. The principles of strategic innovation management with a focus on strategic crisis management have been improved. The relationship between the concepts of innovation security and crisis management is substantiated. The main strategies of innovation management have been adapted to the tasks of anti-crisis management in the context of threat elimination and possible managerial influences have been generalized. The study made it possible to identify the following strategic aspects of crisis management in the context of eliminating threats to innovative development of enterprises. First, the elimination of threats to the innovative development of enterprises is one of the tasks of crisis management, which is implemented on the basis of coordination with the strategy of personnel security in accordance with the interests of the enterprise. Secondly, the strategy of eliminating threats to the innovative development of enterprises involves the differentiation of motivational tools and approaches to material and intangible motivation of staff in accordance with the stage of crisis management. Third, crisis management in terms of eliminating threats to staff motivation is implemented in three main areas, corresponding to the strategies of remuneration, selection and development of staff, as well as the current situational management and change management.