Making Internal Consultancy Work

If only . . . we could manage our organisational changes and developments more effectively in-house.

Organisations are increasingly coming to realise that effectively managing organisational change is critical to their continuing success. Increasing the organisation's resilience to change, and maximising the contribution and commitment of its people, is seen by many to be the only sustainable source of competitive advantage.

Over recent years many organisations have relied on large external consultancies to do their thinking for them in these areas; but with these issues inextricably linked to their future success, some see the development of an in-house capability to be essential - whether as practitioners or informed buyers of external services.

At the same time, organisations are often wary that employing specialist in-house resources to achieve this might destroy value rather than enhancing it; with these individuals or groups operating to their own agendas and ignoring the needs of their internal customers or clients. The phrase "I'm from the Centre and I'm here to help you" has entered the folklore of many organisations, as an ironic comment on the negative impact that some central functions have on the performance and capability of operational management.

Nevertheless, becoming largely self-sufficient in leading and managing organisational change and development remains a valid and realistic ambition - provided that functional managers are prepared to 'get their hands dirty' by engaging with real organisational issues.