Formation and Implementation of an Enterprise Internal Consulting System: The Managerial and Methodological Aspects
Savchenko O. S.

Savchenko, Oleksandr S. (2025) “Formation and Implementation of an Enterprise Internal Consulting System: The Managerial and Methodological Aspects.” The Problems of Economy 4:254–261.
https://doi.org/10.32983/2222-0712-2025-4-254-261

Section: Economics and Enterprise Management

UDC 005.96:005.5:658

Abstract:
The article examines the managerial and methodological aspects of forming and implementing an enterprise internal consulting system under conditions of increasing complexity of management processes, dynamism of the external environment, and rising uncertainty. The study substantiates viewing internal consulting not as a supplementary management function but as an integrated component of the enterprise management system, aimed at supporting managerial decision-making, facilitating organizational changes, and enhancing adaptability. The theoretical and methodological principles of forming an internal consulting system based on the combination of systemic, process, and institutional approaches are revealed. An interpretation of internal consulting as an open management system that ensures the coordination of managerial decisions at the strategic, tactical, and operational levels is proposed. The main elements of the management mechanism for forming an internal consulting system have been identified, including the institutionalization of consulting activities, organizational models for their implementation, and the processes of planning, coordination, and control of consulting operations. Special attention is paid to the process-algorithmic model for implementing internal consulting, which is presented as a process-algorithmic model encompassing initiation, diagnostics, development of managerial decisions, their implementation, and evaluation of effectiveness. The need for a comprehensive assessment of the internal consulting system’s performance has been substantiated, taking into account managerial, organizational, and economic outcomes, as well as use of feedback mechanisms to adjust consulting approaches. The results obtained provide a theoretical and methodological basis for further development of internal consulting as an institutionally significant element of the modern enterprise management system.

Keywords: internal consulting, management system, managerial mechanism, methodological support, performance evaluation, enterprise.

Fig.: 3. Bibl.: 13.

Savchenko Oleksandr S. – Postgraduate Student, Department of Economics and Business Administration, V. N. Karazin Kharkiv National University (4 Svobody Square, Kharkіv, 61022, Ukraine)
Email: reddogaleks@gmail.com

List of references in article

Afifah B. & Muflihat S. (2024). Performance Measurement in Service and Consultant Company with Balanced Scorecard-AHP. Jurnal Maksipreneur: Manajemen, Koperasi, Dan Entrepreneurship, 2(13), 752–763. https://doi.org/10.30588/jmp.v13i2.1228
Barnes K. & Beverly S. (2012). The influential internal consultant. Industrial and Commercial Training, 7(44), 408–415. https://doi.org/10.1108/00197851211267992
Chen J., Williams C. & Tran T. (2019). Internal Consulting Units: A Flexible Friend?. Management Consulting Journal, 2.2, 65–74. https://doi.org/10.2478/mcj-2019-0011
Fyliuk H. & Prytula I. (2024). Rozvytok rynku konsaltynhovykh posluh v Ukraini v umovakh suchasnykh vyklykiv [Development of the consulting services market in Ukraine under modern challenges]. Ekonomichnyi analiz, 1(34), 115–125. https://doi.org/10.35774/econa2024.01.115
Grima F. & Trepo G. (2011). Internal consultants: Why do clients use them and for what benefits?. European Management Journal, 2(29), 144–154. https://doi.org/10.1016/j.emj.2010.12.004
Khrapkina V. & Rudenska V. (2024). Upravlinskyi konsaltynh yak instrument pidvyshchennia konkurentospromozhnosti pidpryiemstva [Management consulting as a tool for increasing the competitiveness of an enterprise]. Aktualni problemy ekonomiky, 4 (274), 221–227. https://doi.org/10.32752/1993-6788-2024-1-274-221-227
Markovych I. & Krupka A. (2024). Finansovyi kontrolinh operatsii z tsinnymy paperamy v aspekti opodatkuvannia [Financial controlling of securities transactions in the aspect of taxation]. Halytskyi ekonomichnyi visnyk, 1 (86), 77–83. https://doi.org/10.33108/galicianvisnyk_tntu2024.01.077
Prokhorova V. V. & Baranivska S. V. (2015). Mekhanizm vprovadzhennia systemy kontrolinhu na vitchyznianykh pidpryiemstvakh [Mechanism for implementing a controlling system at domestic enterprises]. Visnyk ekonomiky transportu i promyslovosti, 49, 140–145. https://doi.org/10.18664/338.47:338.45.v0i49.51132
Prystupa L. A. & Henzera D. O. (2019). Finansovyi kontrolinh yak suchasnyi instrument upravlinnia finansamy pidpryiemstva [Financial controlling as a modern tool for managing enterprise finances]. Mykolaiv: MNAU. https://www.mnau.edu.ua/files/nauk_prof_konf/abstracts2019-16-05.pdf#page=67
Schumacher T. & Scherzinger M. (2016). Systemic in-house consulting: an answer to building change capacities in complex organizations. Journal of Change Management, 4(16), 297–316. https://doi.org/10.1080/14697017.2016.1230932
Tavares M. & Vaz M. (2025). Rethinking Performance Evaluation: Strategic Alignment in the Service Sector Through a Case-Based Framework. Administrative Sciences, 10(15). https://doi.org/10.3390/admsci15100390
Yevtushenko N. & Halimon T. (2021). Consulting in the Ukrainian market of services and its competitive advantage. Baltic Journal of Economic Studies, 4(7), 72–84. https://doi.org/10.30525/2256-0742/2021-7-4-72-84
Yukhnov B., Dudnieva Yu. & Savchenko O. (2023). Vnutrishnii konsaltynh na pidpryiemstvi: potochna sytuatsiia ta perspektyvy rozvytku [Internal consulting at the enterprise: current situation and development prospects]. Adaptyvne upravlinnia: teoriia i praktyka. Seriia Ekonomika, 16 (32). https://doi.org/10.33296/2707-0654-16(32)-11