A Workable Solution for Internal Clients

Overview/Description
 One of the many challenges of working as an internal consultant is that of "making things happen." But making decisions isn't always easy. There are so many options and you may encounter resistance to changes you propose during internal consulting assignments. How should you deal with this? And how can you be so sure that working practices won't simply revert back once you're "off the scene?" You don't want to be seen as a "visitor" who simply recommends change and then lets others make it happen. This course will focus on decision-making tools and models, and how they can be used to improve your diagnosis. It will also deal with the crucial issue of change; how to manage and implement it successfully so that you really do make a bottom-line improvement to the business.

Target Audience
 Anyone with some specialist knowledge who has recently moved, or is considering moving, into internal consulting.

Expected Duration
4.0 hours

Lesson Objectives:

Change Management for Internal Consultants

  • recognize the benefits of managing change appropriately.
  • distinguish between the different types of change.
  • identify the key stages of Lewin's Three Stage model.
  • correctly label elements as being resistors or drivers for change.
  • use force field analysis to determine the effects of drivers and resistors in a specified internal consulting assignment.

    • Implementing Change as an Internal Consultant

  • recognize the benefits of effectively implementing change.
  • identify whether reasons for resistance to change are external or internal.
  • characterize the key methods of overcoming resistance to change.
  • apply appropriate methods for overcoming resistance to change to a given internal consulting situation.
  • sequence Kotter's eight steps for implementing change.
  • use Kotter's steps for implementing change in a given internal consulting assignment.

    • Diagnosis and Decision-Making

  • recognize the benefits of using diagnostic and decision-making tools for evaluating strategic options.
  • use Porter's Five Forces model to analyze an internal consulting scenario.
  • differentiate between the key elements of Rogers and Levitt's Product Life Cycle model.
  • make an appropriate recommendation for a hypothetical business situation, using the Product Life Cycle model.
  • match the four perspectives of the Balanced Scorecard with appropriate measurement strategies.

    • Course Number: CONS0124