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Products & Services Quality, Compliance and Regulatory Lean, Six Sigma and other Programs

Best Practices for Valuing Internal Consulting Organizations

ID: POP-227


Features:

9 Info Graphics

16 Data Graphics

111 Metrics

22 Narratives

12 Best Practices


Pages: 54


Published: Pre-2013


Delivery Format: Shipped


 

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Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • VIEW TOC AND LIST OF EXHIBITS
Many leading companies have developed and staffed an internal consulting organization for various reasons, but in times of economic adversity, as costs are scrutinized, the value of all functions within companies are being questioned.

Although internal consulting organizations are typically created with a clear purpose, often these organizations grow and take on additional responsibilities supporting important executive issues in a rather amorphous manner, lacking the clear measures of other functions within companies.

This benchmark research study examines and shares the best practices that internal consulting groups can use to effectively measure performance and communicate the value of their function.

Among the areas studied in this research are:

  • Effective value indicators
  • Methods for qualifying value
  • Project evaluation approaches
  • Evaluation frequency
  • Effective methods for communicating value
  • Communication frequency
  • Methods for aligning strategy with corporate goals
  • Key internal consulting skills
  • Success factors and best practices for measuring and communicating value
Industries Profiled:
Manufacturing; Medical Device; Consumer Products; Office Equipment; Energy; Insurance; Professional Services; Chemical; Telecommunications; Electronics; Computer Hardware; Computers; Shipping; Biotech; Pharmaceutical; Health Care; Utilities


Companies Profiled:
Pharmaceuticals; 3M Company; Leggett & Platt; Colceramica; Detriot Edison; Tufts Healthplan; Thomson Reuters; Grace; Erie Insurance; Amadeus IT Group; BT Group; Canon ITS; Caterpillar; Dell Computer; FedEx; Fluor Corp.; Genentech; Indegene Lifesystems; Johnson & Johnson; General Mills; MetLife; Motorola; NSTAR; PSE&G


Study Snapshot

This research was undertaken to identify practices internal consulting groups can use effectively to measure their performance and to communicate their value to senior leadership.

The research involved an online survey of 31 internal consulting leaders at 24 companies, as well as in-depth follow-up interviews with participants who demonstrated innovative methods for capturing or communicating group value.

Key metrics collected for this research include:
  • Internal Consulting Function Represented
  • Longevity of Internal Consulting Function and Respondents' Years of Experience
  • Funding Source for Internal Consulting Group
  • Initiatives of Internal Consulting Group in Last Two Years
  • FTEs Dedicated to Internal Consulting
  • Indicators Used to Determine Overall Value of Internal Consulting Group
  • Effectiveness of Value Indicators
  • Approaches for Evaluating Success of Internal Consulting Projects
  • Ranking of Approaches for Evaluating Success of Internal Consulting Projects
  • Methods for Communicating Value of Internal Consulting Services
  • Effectiveness Rating for Communication Methods
Table of Contents

Study Overview
Key Findings & Insights
Benchmark Class
Structure & Scope Of Participating Consulting Groups
Value & Performance Measurement
Effective Communication Methods & Frequency
Successful Alignment with Corporate Strategy
Critical Skills for Internal Consultants
Advantages of Internals vs. External Consulting
Best Practices & Executive Insights
About Best Practices, LLC
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