If our friend Maddog were trying to talk you into launching an internal consulting group, he'd have plenty of convincing arguments on his side. Internal consultants would not only know the business better but possess greater loyalty to and understanding of the company's culture, systems, processes, structure, products and customers. They'd have an established network of relationships and know how to get things done quickly. Once they establish a track record, they may even be able to lead the company through many of the vital changes it needs to make in order to grow and compete. Xerox Corp. The groups range in size from 1 or 2 people to a staff of more than 100.
Several companies have multiple internal groups.
The range of assignments is usually broad and may include formulating the most sensitive of strategies, supporting deal making, focusing on information systems or contributing to business process reengineering and change initiatives. Merely changing a group's name and declaring a new mission does not produce a capable and functioning consulting group. In order to thrive, a group must zero in on what prospective customers want from consultants, develop professional competencies to meet those needs and market its capabilities to internal business clients. Focus on Customers Understanding why customers buy consulting services may help you clarify which services your group could successfully provide. Others want people with talent for creative analysis who can offer a second opinion on a business situation or bring a fresh perspective to solve a problem.