Executive Summary

This study is focused around the process of internal

consulting at organisation X. As a means to provide a
comparative analysis, our research and purpose was to
describe Organisation X’s existing internal consulting practice
while restructuring the organisation, to link it further with
best practice models, i.e. the Six Phases of Lippitt and Lippitt

model , for internal consulting, and in turn identify areas of

commonality and differences between current practice of
Organisation X’s and theoretical concepts.

For the purpose of ascertaining which consulting model is

followed by Organisation X’s, we have gathered data, by
undertaking interviews oF HR Managers’, which is further
analysed to determine the underlying differences between
the practice and theory. Hence, it is apparent that there are
limitations and consequently challenges faced by the
consulting function in driving change, i.e. organisational
restructure.
The review of existing Organisation X’s consultancy
framework suggested that it is simply designed to help the
business achieve better productivity without applying any
internal consulting system. However, through our analysis it
was evident that there are significant gaps and differences in
actual Organisation X’s practices in undertaking the
consulting process.

As a means to help bridge the gap, we have provided

recommendations to the consulting process that are aligned
to both the needs of the business as well as best practice
principles. It would be naive to provide recommendations or
suggestions that do not consider the immediate business
environment, including existing limitations and what
currently works well. The next challenge faced by
Organisation X’s will be to work together to determine a
better consulting system in place. This will help them achieve
a greater acceptance of change, and a means to move
forward in achieving greater transparency and consistency
with practices.