EVALUATING THE EFFECTIVENESS OF CONSULTING INTERVENTIONS IN ENTERPRISE STRATEGIC DEVELOPMENT
Abstract
Introduction. Consulting interventions are increasingly used by enterprises not only to solve local managerial problems but also to support strategic change, digital transformation, entry into new markets, business model restructuring and competitiveness improvement. However, evaluating their effectiveness remains methodologically difficult due to delayed strategic outcomes, value co-creation by consultant and client, environmental influence and the impossibility of directly equating financial changes with consultant actions.
Methods. The article applies a systems approach, structural and functional generalisation, causal analysis, evidence-based evaluation, a process approach and after-action review logic. The source base includes scientific publications on strategy consultant effectiveness, client success, client-consultant relationships, knowledge transfer and performance measurement in strategic change, as well as Ukrainian studies on management consulting and strategic enterprise management.
Results. An author's approach to evaluating consulting intervention effectiveness through a causal chain «problem – intervention – absorption – managerial action – organisational change – strategic outcome» is substantiated. The article proposes an attribution matrix, identifies critical zones of strategic effect loss and argues for a post-project learning loop instead of reducing consulting effectiveness to a single numerical index.
Discussion. Further research should empirically test the approach in enterprises of different industries and develop tools for documenting delayed strategic effects of consulting interventions.
Keywords
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DOI: https://doi.org/10.35774/ibo2026.01.222
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