Abstract
The article considers the periodization of the development of the global consulting market in terms of industrial revolutions, institutional and social transformations from consulting 0.0 – at its inception to consulting 4.0, which was due to intensive changes in the technological development of the world, the spread of innovation, as a consequence of changing technology growth strategies in all areas of the economy. The purpose of the study is to analyze the historical paradigm of consulting development and study the impact of digital technology on consulting services. The consulting industry began to enter the international market in the early 60's, bringing its management models and expertise to the transformation of European organizations. Over the next thirty years, the consulting industry found itself in a phase of rapid growth in Western markets, far outpacing the growth of the global economy over the same time period. At the core of the industry are six main areas – management consulting, strategic consulting, operational consulting, human resources consulting, financial consulting and technology consulting, combining services and offerings in different functional areas. The transformation of the consulting services model has undergone several transformations: classic model – combined model – digital model. The classic business model of consulting consists of four elements: information, expertise, insight, implementation. To the combined model are added digital technologies, which do not simply complement the work of the consultant, but are directly involved in the consulting process. The digital model of consulting services will be based on the use of all available digital technologies under the control of artificial intelligence. The Covid-19 pandemic has a huge impact on the economy as a whole, which of course has a significant impact on changes in the consulting market as well. Changes in the consulting market are occurring in three ways: by geographic region, by industry, and by the structure of consulting itself. Management decisions related to the pandemic have led to two unexpected results: companies have been forced to adapt their traditional methods to survive the crisis (remote work); companies have accelerated the process of technology adoption, accelerating the transition to an on-demand workforce model.
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