Cases | Typical Problems and Concerns
Professionalization of consulting units
The practice of an internal consultancy often had to do with the operational implementation of, for example, agile working methods. In the process, the internal consultants often encountered a corporate culture that made sustainable change difficult. However, it was largely unclear how such a culture could be changed.
In a series of virtual sessions, the topic of corporate culture was therefore dealt with in depth. In addition to sound knowledge from organizational research as input, the discussion on practical application in consulting projects played a major role.
As a result, a clearer view of corporate culture, practical starting points for change and concrete indications for own projects could be achieved.
An external strategy consultancy had won a project to design a digital transformation strategy. The client explicitly requested a change management workstream as well. However, this was not the core competence of the strategy consultants.
In the background, without direct customer contact, the strategy consultants responsible for change management were therefore virtually coached and supported. Questions were used to reflect on the measures and to simulate future customer situations.
Not only was the consulting project successfully implemented, but the strategy consulting firm also succeeded in expanding its consulting competencies in this way.
Sparring and peer consulting
In one internal consulting unit, there was a lack of systematic exchange about ongoing projects and difficulties therein. Since the consultants were often alone on the project, this led to uncertainty and frustration. A virtual "case workshop" was set up on Office Fridays to save/discuss current difficulties in projects.
Similar to a professional supervision, topics were collected in the group, guiding questions were worked out, and collegial consultation and coaching took place.
In contrast to "show" events, in which only successes and overcome difficulties are likely to be shown, the moderated, collegial case consultation on ongoing project difficulties proved to be an efficient means to successful projects.