External Consultant Case Study

1000 Words4 Pages
When a business leader decides the company requires a third party to evaluate its processes or offer recommendations about the best sequence of action to deal with an issue, that leader commonly seek out consultants to apply their service. Whether in external or internal consulting circumstances; actions requiring a consulting firm are frequently entered with an extraordinary extent of uncertainty. The viewed situation to be resolved just may not really be the actual problem, but the consultant doesn’t know that until one has investigated the situation, articulated and established more or less a hypotheses, and apprehended the implications and the real problematic concerns. A great percentage of the consulting model has been dependent on skills,…show more content…
What a business conveys to the consultant is by the same token as important to what a consultant brings. The consultant should understand what you are requiring of them. According to Richard Newton (2010), “The relationship between the consultant and the client is one where the consultant tells or advises the client what to do. This sometimes thought of as a teacher-student or doctor- patient relationship” (Newton, 2010). In most cases, a company has to make a decision about whether to inquire on whether to use internal consultants or hire external consultants to resolve the issues of the business, but one has to be sure to cautiously deliberate the advantages and disadvantages with each. Looking at the role of the internal and external consultant, one has to be aware there are significant differences in, viewpoints, requirements and challenges. One can’t define all the differences or resemblances, here are a few similes to get underway. Let’s evaluate some of how the external may differ from an internal…show more content…
Internal consultants have to work from the onset of the project through the execution of their projects. The internal consultants can aid, observe and rectify any errors with the implementation of their submissions. This permits for added probability of lasting success within the company but it can also add to possibility of loss of a job, if the project fails. Externals can also, have the appearance of having bad character when it comes to projects by coming in, presenting explanations and resolutions, and exiting. Jack Asgar (2002) states, “Another difference between internal and external consultants is that external consultants often have a self-serving agenda. Their recommendations to their client organization will often coincidently coincide with other products and services they have available. Internal consultants should have no agenda” (Asgar, 2002). According to Beverly Scott and Kim Barns (n.d.), “Internal consultants’ intimate knowledge of the organization and the business make them valuable business partners. At the same time, it is more difficult for them to seem or even to be as neutral and objective as an external consultant: they seem too familiar or lack a broad worldview” (Scott and Barnes,

More about External Consultant Case Study

Open Document