Small and medium-sized enterprises (SMEs) operate in increasingly volatile, uncertain, complex, and ambiguous environments characterized by rapid technological change, intensifying competition, regulatory pressures, and shifting customer expectations. Within this context, traditional static models of strategy and consulting have proven insufficient to sustain firm survival and growth. This article develops a comprehensive and integrative research-based analysis of strategic agility, dynamic capabilities, and consulting-driven organizational transformation in SMEs, with a particular emphasis on complex consulting models as articulated in contemporary scholarship. Anchored in the complex model of business consulting for SMEs proposed by Kovalchuk (2025), the study positions consulting not merely as an advisory function but as a systemic, capability-building mechanism that reshapes managerial cognition, strategic processes, and organizational learning trajectories.

Methodologically, the article adopts a qualitative, theory-building approach grounded in interpretive analysis of extant literature, enabling a deep examination of causal mechanisms and boundary conditions relevant to SME contexts (Dess & Robinson, 1984). The results section presents a structured interpretive synthesis identifying key outcome patterns associated with consulting-enabled agility, including enhanced strategic responsiveness, improved resource orchestration, and increased survival potential under conditions of temporary competitive advantage (D’Aveni et al., 2010).

The discussion advances a multi-level conceptual framework linking consulting processes, managerial agency, human resource practices, and strategic outcomes, while also addressing limitations related to generalizability, measurement, and contextual heterogeneity. The article concludes by outlining future research directions and practical implications for consultants, policymakers, and SME leaders seeking to operationalize strategic agility through sophisticated consulting interventions (Kovalchuk, 2025).

Strategic agility, small and medium-sized enterprises, business consulting, dynamic capabilities

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