Internal Consultancies Case Study

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Some of the major challenges that are being faced by the internal consultancies include;
• Lack of understanding of the roles within the business
• Lack of Trust
• Lack of support from the senior management
• Lack of power to action the proposals and the projects.
Although the definition of internal consultancies seems fairly clear to many but in behavioral terms this is not so possible and not so simple because research has revealed us that many of the times internal consultants are not clear about the boundaries of the roles that they possess and this particularly happens during the initial or early stages when internal consultants are setting up their services. This further lead towards creating
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Before examining these characteristics, it is important to first analyze and categorized such characteristics by no means they are said to be always mutually exclusive. These can be combined as a part of range of services or even within the same projects they may belong to. But we may redefine them by sub dividing in into Operational efficiency and organizational development for strategic as well as project management analysis.
If we talk about the operational efficiency as one of the key characteristics of the internal consultancies then the impact of such efficiencies lies over process improvement and cost saving. This is taken to indicate practices that are focused upon improving systems as well as processes so to ensure that the information can be moved through the organization more efficiently. Inevitably, this particular characteristics of the Internal consultancies cover a huge range of interventions, although a typical example of internal consultancies is to be asked for the evaluation of what type of work being undertaken by a specific team and how that might be redistributed across the organization. Shall it be improved or outsourced. In all other instances, internal consultants are found using efficiency based guidelines in order to improve their methodology to remove unnecessary stages from the process and make it less complex. Internal consultants often draw their attention towards traditions that requires consultants to have advanced set of skills in the use of formal systems improvement methodologies. Examples of such include implementation of Lean and Six Sigma. (INTERNAL CONSULTANTS ASAGENTS OF CHANGE,
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