Abstract
The article outlines the urgency of forming a new system of management consulting, more appropriate to the business environment’s dynamic conditions. The article considers new paradigms of management consulting development in Ukraine, which allowed defining it as: a combination mechanism of theoretical knowledge and practice, an institute of market economy, an element of network businessorganization, an instrument of intercompany interactions and development and intercompany partnerships, an instrument of formation enterprise’s unique intellectual capital. It was generalized that management consulting is a set of services provided by specially trained and qualified persons who, in an objective and independent manner, help the client to identify and analyze the problems of the organization and recommend solutions to these problems, as well as, if necessary, assist in the implementation of the proposed solutions. The model of modern management consulting of the enterprise was built from the position of symbiosis in system and process approach. The elements of the model include the subject, the object of management consulting, the purpose and key types of management consulting tasks, basic and additional functions of the consulting process, methodological tools and groups of methods for implementing management consulting, types of consulting services, developed recommendations and alternatives, and as a result – the social and economic effect of the consulting service. The process component involves the phased passage of five main stages of management consulting (preliminary, pre-project, project, post-project), which were provided by models, methods, tools, forms and results of management consulting. New characteristics of consulting were defined, taking into account the changes that are taking place in the modern economy, significantly changing its content and role in modern society, which forms the basis of its features: knowledge intensity, interdisciplinary nature, innovation, entrepreneurial character.
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