DEVELOPMENT OF THE CONSULTING SECTOR IN UKRAINE AS A COMPONENT OF INTELLECTUAL BUSINESS
DOI:
https://doi.org/10.18664/btie.94.361582Ключові слова:
intellectual business, consulting sector, Gap-analysisАнотація
In this study, we examined the development of the consulting sector in Ukraine, positioning it as a fundamental component of the broader intellectual business ecosystem. Intellectual business, characterized by the creation and application of specialized knowledge, serves as a cornerstone for national competitiveness, and within this framework, the consulting industry acts as a vital intermediary for innovation. We identified that while the sector has shown resilience by transitioning from a facilitator of growth to an “architect of survival” during the military conflict, it currently faces significant structural gaps that hinder its evolution toward European integration.
Our analysis revealed three profound disconnects within the industry:
- the Investment-Strategic Gap (Group A): Global and “Big Four” firms are currently localized in a “survival mode”, focusing on tracking international aid and technical assistance. There is a lack of established structures to transition these activities into long-term private investment consulting and the securing of large-scale private capital for infrastructure;
- the Human Capital & ESG Competency Gap (Group B): Large national firms are struggling with a "double-bind" crisis, where a severe brain drain of certified professionals has coincided with a sudden, urgent demand for expertise in European regulatory compliance, such as ESG and GDPR;
- the Digital-Regulatory Literacy Gap (Group C): Small specialized firms are restricted by low digital literacy in back-office operations and a lack of institutional knowledge regarding IFRS and EU grant applications, preventing them from effectively supporting the SME sector.
Consequently, we developed a strategic framework to bridge these gaps, emphasizing a qualitative shift toward European institutional rigor. We recommend that Group A firms transition toward “Reconstruction Blueprints” focused on foreign direct investment (FDI) readiness, while Group B firms must implement accelerated AI and ESG certification programs to augment the productivity of their remaining human capital. Furthermore, we propose that Group C firms adopt “Consulting-as-a-Service” (CaaS) and “Cloud Store” models to remain relevant in a digitalized global market. By integrating these high-tech, highly regulated services, the consulting sector can move away from “wartime agility” toward standardized, data-driven methodologies, ultimately leading the modernization of Ukraine’s critical infrastructure and its integration into the global knowledge economy.
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