Internal Transformation Projects

What is special about the role of an internal consultant, project lead…

My experience from 20 years of internal consulting in a corporate group

Over the years, I have worked with many, many great people, colleagues, managers and executives . I did not experience every challenge mentioned below in every project. And obviously, it makes a difference whether you are in a cultural project on "Focus Behaviors", for example, or in a major reorganization with painful personnel reduction ...

Challenges

1. Highly complex relationship structures

• Existing relationships with colleagues and superiors are in competition with the project role

• Dealing with hierarchy/power structures must be consciously agreed.

• Established power coalitions and claims in the organization must be taken into account in stakeholder management.

2. "Doomed" to success

• The importance and visibility of the project have a significant influence on the professional future in the company.

• It takes courage and a high level of professionalism to prioritize the success of a project.

• The internal consulting market is limited and closely networked, for better or worse

3. The project team

• So-called "talents / high potentials" are often selected to fill project roles, with the expectation that they will demonstrate the performance of experienced experts, bring new ideas and fit seamlessly into an existing hierarchical structure.

4. Multi-professional and multi-national structures in the project

• The different professional and cultural values and expectations can lead to massive tensions if they are not consciously negotiated.

• Functional and regional power imbalances within the organization are reflected in the project, in collaboration and in decision-making processes.

5. Project management vs process consulting

• In reorganizations in particular, there are high traditional project management requirements that can only be partially handled in an agile manner.

• It is important to fully integrate the topic of "change management" into the project right from the start. So, process consulting with reflection and correction loops can be planned well ahead and deadlines are not impacted.

6. Being impacted yourself

• You are part of the system.

• Particularly in the case of reorganizations, being affected can make it difficult to develop solutions among the project and decision-makers.

• Putting your own uncertainties aside costs energy and can lead to a loss of empathy, especially among decision-makers.
  

What did help?

Reflection

• Discussions in the project, retros, lessons learned, self-application of change models such as "Transitions (Bridges)" or "Cirlce of control"...

• Creating space for decision-makers to deal with their own uncertainty.

• Peer advice / coaching with colleagues outside your own project
  

Involvement of an external supervision consultancy - Professional reflection for professionals! -     

• Protected space, also for “pledged" projects.

• View from the outside

• Dealing with organizational patterns

• Making relationship dynamics visible and workable

• Personal patterns in the context of the project

Clear action

Summary

The role of internal consultants is highly complex, demanding and characterized by dilemmas. 

It requires a high degree of personal integrity and professionalism.

The ability and practice of reflection are essential.

Internal reflection and external supervision-consulting need a fixed place in project work.