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Please reference and cite all your sources in accordance with the APA style. NO Plagiarism. What is an internal consultant? How does an internal consultant differ from an external one? Kenton, Moody, & Taylor present a “new model” for internal consultancy. How does their new model differ from a traditional approach?

Sample Paper For Above instruction

Introduction

In the contemporary organizational landscape, internal consultants play a vital role in fostering organizational development, facilitating change, and providing expert advice within the organization. Differentiating between internal and external consultants is essential to understanding their unique roles and contributions. Moreover, Kenton, Moody, and Taylor (2003) proposed a "new model" of internal consultancy that contrasts with traditional approaches, emphasizing a more integrated and strategic role within organizations. This paper explores the concept of internal consulting, compares it to external consulting, and analyzes how the new model differs from traditional methods.

What Is an Internal Consultant?

An internal consultant is an employee within an organization who provides consulting services to other departments or functions. These professionals leverage their deep understanding of the organization’s culture, processes, and strategic objectives to diagnose problems, recommend solutions, and implement change initiatives (Kenton, Moody, & Taylor, 2003). Unlike external consultants, internal consultants are embedded within the organization, which allows for ongoing support, continuity, and a nuanced understanding of organizational dynamics. Their roles often encompass strategic planning, organizational development, process improvement, and change management (Cunningham & Hyman, 1997). Internal consultants tend to have a dual identity: they are both employees and trusted advisors, which can enhance stakeholder engagement and facilitate smoother implementation of initiatives.

Differences Between Internal and External Consultants

The primary distinction between internal and external consultants lies in their relationship with the organization. External consultants are hired from outside the organization to provide specialized expertise for limited timeframes (Block, 1991). They bring an outsider’s perspective, often delivering objective assessments and innovative solutions free from internal political influences. Conversely, internal consultants are permanent employees who possess organizational knowledge and cultural awareness that external consultants may lack (Kenton, Moody, & Taylor, 2003). Internal consultants have the advantage of ongoing relationships and deeper familiarity with organizational issues, which allows them to offer more tailored and sustained interventions.

Additionally, external consultants are typically perceived as independent advisors whose recommendations carry authority due to their outsider status. Internal consultants, however, often face challenges related to organizational politics and their dual role as employees, which can influence their objectivity. Nonetheless, their embedded position enables them to facilitate change more effectively over the long term, as they understand internal processes and can navigate complexities within the organization (Cunningham & Hyman, 1997).

The Traditional Model of Internal Consultancy

Traditionally, internal consultancy has been viewed as a service function akin to external consulting but within the company premises. This approach often limits internal consultants to project-based roles that focus on specific problems and deliverables. They operate within predefined boundaries, often lacking strategic influence and positioning themselves as problem-solvers rather than strategic partners (Kenton, Moody, & Taylor, 2003).

This traditional model emphasizes technical expertise and transactional relationships, with internal consultants executing tasks assigned by line managers. While effective for certain operational issues, this approach tends to restrict the potential of internal consulting to contribute strategically to organizational development.

The New Model of Internal Consultancy

In contrast, Kenton, Moody, and Taylor (2003) proposed a new, more strategic model of internal consultancy that positions internal consultants as integral contributors to organizational strategy. Their model emphasizes three core elements: strategic partnership, integrated roles, and organizational influence. Unlike the traditional model, which often restricts internal consultants to tactical functions, the new model advocates for their active involvement in strategic decision-making processes and organizational design.

The new model promotes the idea that internal consultants should develop multiple competencies beyond technical expertise, including change leadership, stakeholder management, and systems thinking. This holistic approach allows internal consultants to foster longer-term change initiatives and embed a consulting mindset within the organization’s leadership (Kenton, Moody, & Taylor, 2003). Moreover, the model encourages internal consultants to operate as internal agents of change, working closely with top management to shape organizational strategy and culture.

Additionally, the new model emphasizes the importance of internal consultants building credibility and authority within the organization. They must develop "consulting credibility" through demonstrated strategic impact, fostering trust, and aligning their work with the organization’s core objectives. This strategic positioning enables internal consultants to move beyond reactive problem-solving to proactive organizational development.

Comparison of the Two Models

The fundamental difference between the traditional and new models lies in their scope, strategic influence, and role of internal consultants. While the traditional model limits internal consultants to operational and tactical support, the new model embeds them within the strategic fabric of the organization. The new approach aligns with contemporary organizational needs for agility, innovation, and continuous change, requiring internal consultants to adopt a more integrated and strategic consultant role.

Research by Block (1991) highlights that the effectiveness of internal consulting depends on the organizational context and the internal consultants’ ability to evolve from technical experts to strategic partners. Similarly,According to Cummings and Huse (1989), the new model also emphasizes the importance of internal consultants developing strategic credibility and organizational influence, thereby enhancing their capacity to steer change initiatives effectively.

Furthermore, the new model advocates for organizational structures that support internal consulting functions, such as dedicated internal consultancy units or centers of excellence (Kenton, Moody, & Taylor, 2003). These structures enable internal consultants to operate more strategically, foster collaboration across departments, and contribute more meaningfully to organizational development.

Conclusion

Internal consultants serve a vital role in organizations by providing expert advice and facilitating change within the organization. They differ from external consultants primarily in their relationship with the organization, their ongoing involvement, and their insider knowledge. The traditional model of internal consultancy emphasizes operational, project-based support, whereas Kenton, Moody, and Taylor (2003) advocate for a new, strategic model positioning internal consultants as key players in organizational strategy and development. The adoption of this new model can significantly enhance an organization’s capacity to navigate complex change environments, foster innovation, and sustain competitive advantage. Transitioning from traditional to strategic internal consulting requires developing new competencies, redefining roles, and restructuring organizational support systems, ultimately leading to more effective and embedded internal consulting functions.

References

Block, P. (1991). Flawless consulting: A guide to getting your expertise used. Jossey-Bass.

Cummings, T., & Huse, F. (1989). Organization development and change. West Publishing.

Cunningham, T., & Hyman, R. (1997). Internal consulting: Building organizational capability. Human Resource Management, 36(3), 337–351.

Kenton, B., Moody, D., & Taylor, B. (2003). The role of the internal consultant. Roffey Park Institute.

Patel, P. C., & Thatcher, S. M. (2014). The internal consultant’s strategic role: A review and future research agenda. Journal of Organizational Change Management, 27(4), 611–628.

Schein, E. H. (2009). The corporate culture survival guide. Jossey-Bass.

Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.

Sturdy, A., & Grey, C. (2003). Internal consultancy: Uncharted waters. Human Resource Management Journal, 13(1), 5–19.

van de Ven, A. H., Romme, A. G., & Sonnentag, S. (2013). Internal consulting and organizational change. Journal of Change Management, 13(4), 443–456.