Internal consultancy is often characterized as the poor cousin of its external counterpart. Although there are some who support this view there are also those who point to the value of internal consultancy. In order to consider these conflicting views this chapter explores the nature of internal consultancy. It begins with a review of the literature which draws out the differences in terms of the role, impact and positioning of internal consultancy. The discussion that follows highlights the changing role of internal consultancy and, in particular, the blurring of the division between management and internal consultancy. The chapter concludes by arguing that the nature and boundaries of internal consultancy are shifting and highlights the need for organizations and researchers to recognize the impact that this may have.
Hodges, J. (2017). To be or not to be an internal consultant. In G. Manville, & O. Matthias (Eds.), Management consultancy insights and real consultancy projects (65-74). Routledge