Assessment of the Efficiency of the Internal Consulting System as a Management Tool for Enterprise

The aim of this article is to determine the role and assess the efficiency of the internal consulting system as a management tool for enterprises in the context of the rapid changes in the market economy. By analyzing modern approaches to organizing internal consulting, the theoretical foundations for its implementation, and practical case study experiences of enterprises, the research identified the key factors that define the success of integrating consulting measures into the management system. It is shown that using a comprehensive evaluation methodology that combines quantitative and qualitative indicators allows for an objective assessment of the positive impact of internal consulting on optimizing decision-making, improving business processes, and stimulating the innovative development of enterprises. As a result of the research, an integrated model for assessing the efficiency of internal consulting has been developed, which includes financial indicators (changes in profitability, cost reduction, asset turnover, time to solve operational tasks) and non-financial indicators (employee engagement level, management satisfaction, quality of implemented innovations), as well as methods for their analysis and forecasting their impact on managerial processes. The significance of internal consulting as a strategic tool capable of not only optimizing managerial processes but also creating a favorable organizational climate for the long-term development of the business and enhancing its competitiveness has been disclosed.