{"id":57258,"date":"2023-01-19T15:00:49","date_gmt":"2023-01-19T20:00:49","guid":{"rendered":"https:\/\/consource.io\/?p=57258"},"modified":"2024-04-08T07:28:21","modified_gmt":"2024-04-08T11:28:21","slug":"grupo-interno-consultoria","status":"publish","type":"post","link":"https:\/\/consource.io\/pt-br\/internal-consulting-group\/","title":{"rendered":"Como criar um grupo interno excepcional de consultoria em 4 etapas f\u00e1ceis?"},"content":{"rendered":"

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In today’s competitive landscape, organizations are seeking innovative ways to optimize operations, minimize expenses, and drive strategic growth. One avenue that is garnering attention is the creation of Internal Consulting Groups<\/a>. Whether referred to as centers of excellence or by any other name, this concept is more than a trend \u2013 it’s a strategy with tangible benefits.<\/p>\n

With the constant pressure on operational expenses, many companies are recognizing the value of internalizing resources to meet recurring needs for consulting. It’s a logical step for those handling sensitive projects where privacy and trust are paramount. Moreover, the cost-efficiency of employing an in-house team as opposed to engaging external consultants cannot be understated.<\/p>\n

However, venturing into the realm of internal consulting is not without challenges. Before you even consider setting up a group, a thorough understanding of your needs is crucial. A spend analysis, providing insights into volumes and price, can be a smart first step in building a compelling business case.<\/p>\n

Once the decision is made, the real work begins. How do you create an internal consulting group that is not just functional but stellar? In the following sections, we’ll explore four easy steps to set up a best-in-class internal consulting group that aligns with your company’s unique goals and needs. These steps will guide you towards success in leveraging in-house expertise without compromising on quality and efficiency.<\/p>\n

The Catalysts Behind the Surge of Internal Consulting<\/strong><\/h2>\n

At a time when most large companies now have a corporate venturing entity, another trend has started to emerge in most Companies: internal consulting. While most Western companies regularly use Consulting, the hefty prices combined with the need for specialized resources has prompted some clients to explore new options to fulfil their needs.<\/p>\n

Consulting expenses have also skyrocketed in the last 20 years. On the one hand, Companies are buying way more than before. On the other hand, the major players have steeply increased their fees per consultant. With the pressure on OPEX, executives have to find other ways to get expert support at a lower cost.<\/p>\n

Not so long ago, working with consultants was a guarantee to discover new methods. However, today, with the commoditization of part of the management theories and tools, companies can directly access the knowledge, and hence hiring external consultants is no longer the only option open to businesses.<\/p>\n

Indeed, Internal consultants can capture knowledge and expertise faster than more generalist consulting players because they work with only one client in one industry. And they make up for their lack of external benchmark through a stronger intimacy with the company, its business, and its culture.<\/p>\n

Lastly, companies have become increasingly conscious of the importance of confidentiality. Many External Consultants have done a business of accumulating data about their clients and using the benchmark to serve their competitors. In some projects, working with internal teams can be the best way to keep secrets in the house.<\/p>\n

Steps to Setting Up an Internal Consulting Group<\/strong><\/h2>\n

There are already some recurrent consulting needs that are apparent when you consider your plan and the difficulties you will face in the next three to five years. Building internal consulting capacity can frequently get off to a solid start if there is a consistent, long-term, and clearly defined requirement for consulting services.<\/p>\n

In any case, deciding to form an internal consulting group is just the first act. To ensure lasting results, a few factors must be present.<\/p>\n

\"Steps<\/p>\n

#1. Set A Clear Value Proposition<\/strong><\/h3>\n

First and foremost, internal groups must have a distinct value proposition, much like external consultants.<\/p>\n

The group\u2019s primary area of expertise and concentration must be very apparent, even though you want them to remain flexible. The group should outline the places where their expertise will have the most significant influence and the areas where they have the slightest knowledge.<\/p>\n

#2. Let Them Showcase Their Value to the Organization. <\/strong><\/h3>\n

As Coach Rasheed Wallace would put it: \u201cBall don\u2019t lie.\u201d In other words, the group has to demonstrate its value to the rest of the organization. The group has to win projects thanks to a superior impact on the organization.<\/p>\n

Internal Consulting Groups have been forced to be used by many businesses. If internal consulting teams can provide performance close to the external ones, the trade-off will almost always lean in favor of the internal team.<\/p>\n

#3. Ensure That the Internal Consulting Group Is Self-Sustainable<\/strong><\/h3>\n

The team needs to be able to support itself by billing the internal clients despite the prospect of a corporate financial boost. If the internal clients don\u2019t see the benefit, the group won\u2019t last for very long.<\/p>\n

The self-sustainability of a consulting firm comes from three main sources: the fees they charge for their services, the sales of their products, and the reinvestment of their profits.<\/p>\n

But for an internal consulting group, the scope<\/a> will be much more limited. They often have only one client. Some may start to sell the services and products to other clients, but it remains rare.\u00a0 Besides, their profits would be drowned in the company\u2019s overall profits and the decision of reinvestment made as part of the strategy cycle.<\/p>\n

So the only way to be self-sustainable for an internal consulting group is to generate enough revenues to be break-even and enough value to be considered a center of profit and \u201cdeserve\u201d investments.\u201d<\/p>\n

Businesses cannot afford to maintain internal consulting groups that can grow indefinitely. There are few chances for consultants to advance internally.<\/p>\n

Hence, the team must come up with creative ways to make the already meagre cash they have available work for them to become self-sustaining.<\/p>\n

The managers are to be more involved in the execution of projects. By cutting down operation costs to the minimum, Internal Consulting Groups provide value to the organization while performing self-sustainably.<\/p>\n

#4. Identify the Top Talent for Your Internal Consulting Team<\/strong><\/h3>\n

There is a talent war going on in the consulting profession. Finding and keeping the best talent in the internal consulting group can sometimes be challenging. The remuneration scale in the consulting sector is extraordinarily generous.<\/p>\n

Industrial Companies find it difficult, if not impossible, to stay up. It may become impossible for a company to hire a senior consultant or a partner. They must be creative to draw in the proper personnel and provide them with growth chances.<\/p>\n

Additionally, it might be challenging to land the following position inside a corporation once a consultant has accepted a position with a high-income package.<\/p>\n

A route less traveled is to embed a few years in the internal consulting group as part of the career path for high-potential executives. GE is incubating Crotonville graduates as black belt project leaders before advancing their careers. This solution allows them to solve the compensation gap issue and increase the intimacy level with the company.<\/p>\n

One of the most striking differences between top consulting firms and internal consulting groups is the homogeneity of talent. The talent pool in external consulting firms is exceptionally robust, sometimes at the expense of diversity. Nevertheless, we cannot deny the impact on the quality of talent available in most consulting firms.<\/p>\n

An internal group will show more heterogeneous profiles. Blame critical mass and internal HR policy reasons. Besides, Global consulting firms can provide instant access to a worldwide talent pool when an internal consulting group is often centralized at the headquarter.<\/p>\n

Lastly, the tenure of the consultants is usually not the same. Joining an internal consulting group is considered a step in an employee\u2019s career. Companies cannot afford to have permanent internal consulting structures of unlimited size. The opportunities for consultants to develop from within are also limited.<\/p>\n

Closing Thoughts<\/strong><\/h2>\n

Internal Consulting is a growing trend today. Internal Consulting groups offer organizations plenty of advantages from increased privacy and trust when working on sensitive projects to the most significant one \u2013 cost-effective solutions and the opportunity to lower expenses compared to hiring External Consultants.<\/p>\n

When you are running projects through your internal Consulting Group, it is essential to measure the impact of the projects and the satisfaction of your internal clients. Having feedback on their work is a fantastic tool for building improvement and development plans.<\/p>\n

Your internal consulting group will be able to grow their skills on the right dimensions and serve better their internal clients. It is also a compelling way to convince internal clients to use their services while comparing them with similar external service providers.<\/p>\n

When making a decision about your next project, it is worth evaluating all the elements and picking the team of consultants that is best suited for the project and who is prepared to deliver the best results.<\/p>\n

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internal consulting group internal consulting group internal consulting group internal consulting group
internal consulting group internal consulting group internal consulting group internal consulting group
internal consulting group internal consulting group internal consulting group internal consulting group<\/p>\n

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Consource<\/a> is your ideal partner in sculpting a top-tier internal consulting group. From conducting an initial spend analysis to comparing ROI with external consultants, we equip you with the insights and tools needed to monitor progress and ensure success. Let Consource guide your internal group on the right track.<\/p>\n

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Descubra as etapas essenciais para criar um grupo de consultoria interna de alto desempenho que impulsione o sucesso organizacional. Saiba como cultivar o conhecimento especializado, promover a colabora\u00e7\u00e3o e fornecer solu\u00e7\u00f5es impactantes em apenas quatro etapas simples.<\/p>","protected":false},"author":4,"featured_media":58906,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"

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A few years ago, Hugo Evans and Stephen Easton from A.T. Kearney predicted, \"Digital technologies are on pace to automate most routine consulting procurement processes within three to five years.\" They were absolutely right in their visualization of the future. Moreover, the Covid-19 pandemic accelerated the pace of development of digital procurement<\/a>.<\/p>

Thanks to these adoptions, Digital Procurement is a truly dynamic category today, with Cloud Technology, Cognitive Procurement, Blockchain, and many new digital trends transforming the way how Procurement is organized and executed.<\/p>

Let\u2019s take a closer look at some of the exciting new trends in this space and try to figure out where they can take us in the future.\u00a0 But first. Let's take a look at where digital procurement exactly stands today for the consulting category.<\/p>

Top 6 Tech Trends Revolutionizing Digital Procurement That Demand Your Attention<\/strong><\/h2>

The 6 tech trends that are revolutionizing digital procurement and that require your attention are as follows:<\/p>

1 \u2013 Simplicity<\/strong><\/h3>

While there are new complex technologies and complex benchmarks, the goal is to simplify processes and improve overall efficiency. Streaming cash flow, business operations, customer services, and much more.<\/p>

2 \u2013 Nearshoring<\/strong><\/h3>

Reducing costs has a new destination now. Offshore operations might be becoming a term of the past. Nearshoring is a new procurement trend giving companies a chance to exploit domestic opportunities and have more control of consulting procurement and supply chain functions.<\/p>

3 \u2013 Blockchain<\/strong><\/h3>

Data blockchain is gaining more and more power as supply chain, and consulting procurement decisions are all based on data. This revolutionary technology will change business-to-business transactions and offer a high level of efficiency with cryptography, eliminating the role of the central trust authority in the process.<\/p>

4 \u2013 Could Technology and IoT<\/strong><\/h3>

Cloud-based technologies and IoT are helping erase the physical boundaries and create a centralized system increasing the efficiency and productivity of the supply chain and procurement function.<\/p>

This consulting procurement trend is expected to give rise to the popularity of SaaS applications and encourage even small businesses to benefit from that.<\/p>

5 \u2013 Procurement and Supply Chain Collaboration<\/strong><\/h3>

Collaboration as a consulting procurement trend is growing across all industries. As a part of their strategic move, businesses focus on collaboration between business functions, procurement and supply chain.<\/p>

6 \u2013 Social Responsibility<\/strong><\/h3>

Corporate Social Responsibility is a hot trend that is gaining momentum. Businesses are now expected to roll out programs that include sustainability practices. Savvy and well-informed consumers today prefer brands that are environmentally and socially conscious.<\/p>

\"6<\/p>

Exploring Transformative Shifts in the Consulting Procurement Space<\/strong><\/h2>

What is happening in the realm of consulting procurement? How are digital procurement trends shaping the industry? How are companies acquiring consulting services in today's evolving landscape?<\/p>

Although companies are, in general, getting better at purchasing, consulting procurement still is a labor-intensive activity with lots of data and paperwork to handle.<\/p>

However, things are changing, albeit slowly. As the digital transformation of procurement as a whole is gearing up across industries, the consulting industry, too, is catching up with the trends.<\/p>

Several technologies are being adopted to automate most routine procurement processes within the next few years.<\/p>

The procurement function has already started to take a shift from tactical to strategic function, and digitalization could further help to project procurement at the C-suite table.<\/p>

How to Unlock Digital's Potentials in Consulting Procurement?<\/strong><\/h2>

Let\u2019s start by getting clear on what the digital transformation<\/a> entails. We tend to use the terms digitization, digitalization, and digital transformation interchangeably when they have different meanings, particularly for Procurement.<\/p>

Digitalization is the process of employing digital technologies and information to transform business operations. Automation plays a big part in digitalization, where some elements of the processes are now done automatically. The processes are digitalized.<\/p>

Digital Transformation is the overall strategy of a company that is embracing digital and leading as a consequence of both digitization and digitalization projects.<\/p>

The end-to-end procurement process can be divided into several activities, such as Spend Analysis, Procure-to-Pay or Financial Performance, Contract Lifecycle Management, and more.<\/p>

Depending on the category and the Company's ways of working, going digital in these activities can open up multiple savings channels. Here is how to embrace digital for procurement functions.<\/p>

Spend Analysis<\/strong><\/h3>

Do you know how much you are spending on consulting? For the Consulting Category, the secret is to be able to cross both the financial and the performance metrics at the project level.<\/p>

Many digital procurement platforms are now enabling a fine analysis of procurement and process data. They turn your raw data into actionable insights.<\/p>

Most platforms allow you to slice and dice your data per region, category, supplier, and organization.<\/p>

Supplier Management<\/strong><\/h3>

Supplier Relationship Management for Consulting is crucial. Linking Consulting Performance to your Preferred Supplier List and your Supplier Relationship Management is the first step to Category Management.<\/p>

Supplier Management systems offer the possibility to onboard your suppliers, identify and manage your preferred suppliers, mitigate supplier risk, and implement continuous improvement.<\/p>

The SRM is often included in Procure-to-Pay and Source-to-Pay suites.<\/p>

Negotiations & Decision<\/strong><\/h3>

Negotiations & Decision systems are rarely stand-alone solutions but rather integrated with Strategic Sourcing or Source-to-Pay Solutions.<\/p>

They help enable bidding through real-time auctions or reverse auctions to stimulate competition among your providers.<\/p>

Contract Management<\/strong><\/h3>

Contract Management systems integrate contracts into the spend management process. They allow buyers to generate contracts from templates, automatically populate supplier information, and share documents using Word or DocuSign tools.<\/p>

They provide visibility and history during the life of a contract and manage expiration alerts. They are often included in Procure-to-Pay or Source-to-Pay suites.<\/p>

Procure-to-Pay<\/strong><\/h3>

Using a Procure-to-Pay solution for the Consulting Category can be instrumental in centralizing spend management and implementing demand management.<\/p>

Workflow management will have to be customized to follow your organizational structure.<\/p>

Procure-to-Pay solutions are all-in-one solutions merging Procurement, Invoicing, and Payment as well as Cash Management in one integrated platform.<\/p>

They usually include a catalog of products or suppliers, purchase orders, and requisition management. They also manage the approval workflow and discount programs.<\/p>

Financial Performance<\/strong><\/h3>

Tracking and Reporting Savings is important for Procurement Teams but can be tricky when it comes to consulting. You want the best consultant at a competitive price, but most of the benefits are in the value you will get from the project itself.<\/p>

Financial Savings Management Software and Financial Performance Solutions replace the manual process of spreadsheet inputting, project tracking, and savings estimation linked with the activity of procurement teams.<\/p>

It captures savings from inception to confirmation and allows real-time forecasting and reporting.<\/p>

One Caveat in the End:<\/strong><\/h3>

As a rule of thumb, when the activities have low- to medium-value potentials, you should take advantage of established generalist solutions.<\/p>

Conversely, for the activities driving high-value savings, such as Category Planning, RFP Management, or Supplier Performance, you may want to explore category-specific solutions.<\/p>

When the manual activities of consulting procurement, like contract management or RFP process management, are automated with digital procurement solutions, the core business for procurement can revolve around strategic sourcing and supplier relationship management.<\/p>

As a result, the Procurement executives will focus primarily on bringing more value to their daily interaction with internal clients and suppliers and thus develop a closer collaboration.<\/p>

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digital procurement digital procurement digital procurement digital procurement digital procurement digital procurement digital procurement digital procurement digital procurement<\/p>

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Consource an exclusively designed platform for the consulting category, provides procurement executives with a Digital Procurement Platform to unlock the full potential of organizations' consulting investments. It allows companies to harness the power of digital to treat consulting as a strategic investment.<\/a><\/p>

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