Zhikharevich B.S., Maracha V.G. Strategic Consultant and Client: Interaction Models

Boris S. Zhikharevich
International Centre for Social and Economic Research “Leontief Centre”, Saint Petersburg, Russian Federation; Institute of Regional Economic Studies of the Russian Academy of Sciences, Saint Petersburg, Russian Federation

Viacheslav G. Maracha
Russian Presidential Academy of National Economy and Public Administration, Moscow, Russian Federation; Financial University under the Government of the Russian Federation, Moscow, Russian Federation

Abstract. The paper analyzes theoretical models of relations between executive authorities of federal subjects of the Russian Federation, municipalities (client) and organizations providing services for creating social and economic development strategies (strategic consultant). The authors study the evolution of these relations and the market of territorial strategic consulting from the moment of the emergence of territorial strategic planning in Russia to the present. The researchers identify factors causing serious changes in the models of relations “consultant – client” after the adoption of the Federal Law “On Strategic Planning in the Russian Federation” and tightening of public procurement standards. Theoretical constructions are supported by the statements of the heads of several leading Russian consulting teams. The authors have made a simplified classification of consultants, which includes “innovator”, “pragmatist”, “operator of changes”, and a classification of clients, which includes “progressor”, “formalist”, “populist”. The paper identifies essential characteristics of emerging substantive relationships: positioning of the advisor (“innovator” or “outsourcer”), depth of involvement of the parties into the strategizing process, level of client’s boss participation, form and regularity of communications, compatibility of worldviews. The authors identify two basic models. The preferred one is “partnership under the leadership of an consultant” and the ineffective one is “domination of a client with a low interest”. At the same time, the key characteristic is positioning of the consultant, which is connected with the market segmentation of the territorial strategic consulting. The researchers identify the problem of “tiredness” from standard strategic planning and propose options to modify this process. The authors systematize the problems that complicate the formation of an effective model of relations “consultant – client” associated with the selection and hiring of a consulting system according to the rules of public procurement and give recommendations for the improvement of the strategic planning process which are addressed to clients and consultant and are based on approaching to the model of their relations, which has been seen as the most productive.

Key words: market of territorial strategic consulting, strategic planning, “consultant – client” interaction models, dominance, partnership, public procurement.

Citation. Zhikharevich B.S., Maracha V.G., 2020. Strategic Consultant and Client: Interaction Models. Regionalnaya ekonomika. Yug Rossii [Regional Economy. South of Russia], vol. 8, no. 1, pp. 75-87. (in Russian). DOI: https://doi.org/10.15688/re.volsu.2020.1.7

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