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Journal of Management Studies
Journals / Journal of Management Studies / Volume 12 Issue 5 / Strategic Consulting Instruments in the Context of Digital Transformation: Their Impact on Corporate Competitiveness
UDC 33 UDC 338.24

STRATEGIC CONSULTING INSTRUMENTS IN THE CONTEXT OF DIGITAL TRANSFORMATION: THEIR IMPACT ON CORPORATE COMPETITIVENESS Strategic Consulting Instruments in the Context of Digital Transformation: Their Impact on Corporate Competitiveness

Published in Journal of Management Studies · Volume 12, Issue 5, 2026 · Pages 121–129 · Rubric: Management
Received: 13.07.2026 Accepted: 14.08.2026 Published: 15.10.2026 Language of publication: ru-RU
Authors
AV
Avetik Manukyan
ABSTRACT
Abstract This article examines the evolution of strategic consulting in the context of the digital transformation of the economy and analyzes the transformation of its instrumental content under the influence of technological and organizational shifts. It is demonstrated that the development of consulting activity has been accompanied by a transition from the resolution of predominantly operational tasks to the provision of strategic sustainability, long-term positioning, and enhanced corporate adaptability. Particular attention is devoted to elucidating the objectives and functions of strategic consulting within the organizational management system, as well as to a comparative analysis of classical and contemporary strategic analysis tools. It is substantiated that traditional instruments, including the BCG matrix, the Balanced Scorecard, SWOT and PESTEL analysis, and the 7S framework, retain their methodological significance; however, their analytical capacity is constrained by their static nature and insufficient sensitivity to the dynamics of the digital environment. It is established that contemporary instruments focused on the assessment of digital maturity, digital readiness, and data-driven decision support make it possible to improve the quality of strategic decisions, accelerate the implementation of transformation initiatives, and strengthen firms’ competitive positions. The article concludes that, in the digital economy, strategic consulting is being transformed from a form of episodic expert support into a mechanism of continuous analytical and transformational support for organizational development.
KEYWORDS
strategic consulting; digital transformation; company competitiveness; digital maturity; strategic analysis tools; managerial decision-making; sustainable competitive advantage.
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