Despite the benefits, consultants can be expensive; sometimes even unjustifiable. It is not uncommon for firms to look with disdain on their exorbitant outlays to large consultancies (managerial, financial) and see no discernable return. They’re left with nothing but a new, irrelevant managerial rhetoric or fad draped over their already intricate corporate culture. Whether by deficiency or design, popular consulting has failed to assume responsibility to the systems that would allow a firm to learn to provide its own solutions and redirect micro-level Consultant accomplishments to firm-wide goals. Moreso, one could argue that, economically speaking, the profitability of Consulting Firms is at cross purposes to the success of the Client.

And yet consultants are a necessary evil, providing the means to tackle business solutions otherwise unattainable, achieving clarity through “outside insights”, and overcoming the well theorised “administration problem”. Modern business demands it. Experience, insight, systemic method, commercial influence and networks are just some of the invaluable promises the Consultant makes. One is left to conclude that Consultants are necessary, and yet their ultimate interests are not on point.

Consider this. What if the benefits of Management Consulting were at the disposal of an organisation at all times, at less than current expenditure, and with a vested interest in the long term success of the firm? This would be possible if the resource where internal... internal but independent.

RERIGHT has proved that there is real economic sense to establishing inhouse management consulting capabilities, along with an independent mandate and careful controls, in order to secure the immediate strength of an independent consultancy without all the trade-offs. The “Inhouse Strategy” is a powerful solution that may suit your firm. Contact RERIGHT to discuss this innovative approach in more detail.