10 Roadblocks to Success
How to avoid the pitfalls that can arise as you transform your internal services function to a consulting organization.
In our experience working with our clients, we have found that dealing with the following ten roadblocks was critical to successfully shifting from an internal service provider to an internal consulting practice. This holds true whether you are a Human Resources function, IT, Project Management, Finance or Corporate Groups.
Imagine HR professionals within an organization who serve as masters of marketing, able to sell their ideas, plans and programs to supportive leaders. best consultancy for canada immigration They view themselves as internal consultants and their bosses as clients, both aligned in common goals. They skillfully understand the needs of their leaders and can translate all of their proposed initiatives into business value.
Sound too good to be true? Well, all it takes is a new model: shifting your internal service professionals to an internal consulting role. As a team, internal consultants are already familiar with the business’s strategy, processes, internal workings and needs. Whether in human resources, information technology or finance, they add value to the business by continually tailoring their products and services. Meanwhile, the intellectual capital from each project stays within the firm.
Avoid roadblocks on the path to success
In working with professionals who want to become internal consultants, I hear two main concerns:
a) How do you work differently with customers?
b) Our organization may not be ready.
Admittedly, if the organization does not understand the consultant’s new role and its benefits, or those at the top do not support the new role, it is almost impossible to move forward. To help ensure your company is well positioned for a shift towards internal consulting, I have identified the top ten roadblocks to becoming an internal consultant.
Roadblock Number 1: Fuzzy purpose and strategy
The worst thing that can happen is for the team to not have clear direction for the change and understand how it is connected to the business goals. Know why you are moving toward an internal consulting model, the resulting benefits to the team and the organization, and the plan for how you will get there. In short, build the case for action.