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The history of consultancy immediately favours the external consultants. They are invited by client organisations for various reasons especially the lack of internal capacity to implement solutions in order to improve performance.

External consultants by their very nature are independent and are supposed to bring unbiased input into the client organisations. They often bring in their established skills set, methodology, etc, to play in the intervention the client requires.

The greatest drawback for using external consultants may be the lack of knowledge transfer, often non ending engagements, lack of sustainability once consultant disengages or concludes assignments.

Using internal consultancy skills can have many advantages. The internal consultant has an integrated understanding of the company and culture. They can proactively create plans before the problem occurs, instead of scrambling after the problem has happened. Of course, cost savings, they are invariably members of staff and would cost less than external consultants.



A high proportion of Consulting engagements fail at the exit of the implementation consultant. A project may become unsustainable due to lack of internal expertise to manage the project going forward.

The School of Consulting developed this programme to bridge this competence gap with organisations



  • Build highly productive working relationships with internal and external clients

  • Develop lasting solutions your internal and external clients will 'own'

  • Overcome resistance and build lasting commitment to change

  • Leverage your expertise as an internal consultant and re-position your team as a value-adding business partner

  • Identify and manage key stakeholders and players in business situations

  • Assist internal clients to diagnose and analyse their needs

  • Gain support and build internal alliances to support change

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