Management consulting has historically evolved in close connection with changes in economic structures, managerial ideologies, and technological paradigms. In recent decades, digital transformation, enterprise mobility, the Internet of Things (IoT), and new business model logics have profoundly reshaped how consulting services are designed, delivered, priced, and evaluated. This research article develops an integrated theoretical and methodological analysis of contemporary management consulting by synthesizing insights from business model innovation, value proposition design, consulting theory, and digital infrastructure studies. Drawing strictly on the provided literature, the article examines how consulting firms construct and communicate value propositions, how pricing operates as a strategic positioning mechanism, and how trust, outsourcing, and networked reputation shape consulting relationships. Particular emphasis is placed on small and medium-sized enterprises (SMEs), whose consulting needs are increasingly complex yet resource-constrained. The study adopts a qualitative, interpretive research methodology grounded in systematic literature analysis and conceptual modelling. Findings indicate that effective consulting in digitally intensive contexts depends less on standardized solutions and more on co-created value, contextualized business models, and adaptive consulting roles. The discussion highlights theoretical implications for strategy-as-practice, consulting professionalism, and value co-creation, while also identifying limitations related to contextual specificity and methodological scope. The article concludes by proposing future research directions focused on longitudinal studies of consulting engagements and deeper integration of digital capability frameworks into consulting methodologies.

Companies are more and more working in environments where demand is unpredictable, technology is changing quickly, supply chains are weak, capital is limited, and regulatory and stakeholder expectations are higher. In these circumstances, the formulation of enterprise development strategies cannot be confined to the creation of a formal plan; it must operate as a management system that integrates diagnosis, strategic selection, capability enhancement, resource distribution, and execution oversight. This article looks at problems that keep coming up that make enterprise development strategies less effective and harder to put into action. These problems include analytical bias, weak problem framing, confusion between operational effectiveness and strategy, inadequate capability-based design, insufficient integration of innovation and risk disciplines, and failure to turn strategic intent into measurable execution logic. This paper presents an integrated process logic for enhancing strategy development, utilizing a conceptual synthesis of strategic management literature and commonly employed strategy execution methodologies. The suggested viewpoint stresses disciplined trade-offs, aligning capabilities through a dynamic capabilities lens, managing uncertainty in a structured way through scenarios and risk-informed governance, and making sure that strategy and performance are linked in a clear way. The article provides a structured improvement agenda for businesses that want to close the gap between planning and execution and make their strategies more flexible without losing coherence.

The purpose of this research is to examine the impact of financial hardship, accessible cash flow, sales growth, and firm size on profit and income management, with efficient Corporate Governance (GCG) serving as a mediating element. A quantitative approach, using a targeted sampling technique, yielded a selection of 20 firms, resulting in 100 observations overall. The theory was tested using route modeling and panel data regression using the software EViews. The findings indicate that effective corporate governance (GCG), firm size, sales growth, and fiscal issues have no discernible effect on income revenue management, but that accessible cash flow does have a significant positive effect. In addition, an efficient corporate governance (GCG) cannot mediate the connection between the independent variable and income management. The significance of this study lies in its reinforcement of the empirical evidence that accessible cash flow is the primary driver of earnings management tactics in Indonesia, but that the successful implementation of Corporate Governance (GCG) has not yet been shown to be successful in curbing opportunistic managerial conduct. As a result of these findings, regulators and stakeholders are urged to improve the standards of efficient Corporate Governance (GCG) practices in order to safeguard the interests of stakeholders.