Making Internal Consultancy Work

Internal Consultancy

If internal organisational development (OD) practitioners (and other functional specialists) are to be fully effective, they need to work closely with colleague managers to address their specific issues of concern; rather than acting simply as the implementation arm of senior management for organisation-wide initiatives. In effect, they need to become internal consultants and to forge effective client-consultant relationships with other managers and staff.

The ultimate measure of success of a specialist function's shift in focus to that of an internal consultancy business is the impact that it has on the business results of its internal clients (and hence of the organisation as a whole).

This is a much less comfortable position to be in, and significantly more challenging, than when acting as an extension of senior management, implementing organisation-wide programmes and auditing the implementation of functionally generated policies. Results are likely to be much more beneficial to the organisation, though, where the move is embraced enthusiastically, and where value-adding links are forged with line managers. Interventions will also be welcomed more enthusiastically by colleague managers, and provide a more rewarding experience for those working within the specialist functions.

Can We Help?

Our support in these areas is rooted in practical experience of operating in this role within a large, commercial organisation. Models that can help to structure clients' thinking in this area are also available to enhance the approach. If you feel that we could help you to improve the effectiveness of your specialist internal functions, please get in touch.