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Corporate Consulting

       Many corporations now set up their own internal consulting groups, hiring internal management consultants like Groskopf + Oragon either from within the corporation or from external firms employees. Many corporations have internal groups of as many as 25 to 30 full-time consultants. These consults are often formed around a number of practice areas, which commonly include: organizational development, process management, information technology, design services, training, and development.

External Consultants

      External firms providing consulting services often provide alternative views that differ widely from or contradict each other in priority. The reason for this is that the health of the external firm is on balance more important than the health of the client organization. (Client objectives are ultimately secondary to that of the strategic goals of the external firm).

This means that assuming proper management, internal consulting groups are less likely to provide alternativehave a dichotomy in priority. The health of the client organization is in aggregate more important that the health of the internal consulting group. (Put the company objectives first)

Disadvantages

    The internal consultant may not bring the objectivity to the consulting relationship that an external firm can.

An internal consultant also may not bring to the table best practices from other corporations. A way to mitigate this issue is to recruit experience into the group and/or proactively provide diverse training to internal consultants.

Where the consulting industry is strong and consulting compensation high, it can be difficult to recruit candidates.

It is often difficult to accurately measure the true costs and benefits of an internal consulting group.

When financial times get tough, internal consulting groups that have not effectively demonstrated economic value (costs vs. benefits) are likely to face size reductions or reassignment.