Difference between revisions of "Inside Out Innovation"
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'''Introduction:'''<br> | '''Introduction:'''<br> | ||
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'''2010-2013:'''<br> | '''2010-2013:'''<br> | ||
In 2010, first signs of recovery from financial crisis and Great Recession were seen. Great Recession had also hit many companies hard, so cutting costs and long term outlook became the leverage issues for many strategy companies. Organizations started to look inside their structures to find new ways of growing and a push towards internal consulting occurred as a response to the need for more efficient and cheaper resources. Change management due to implementation of new strategies from within significantly contributed to the increased demand for inside knowledge. This further enhanced the growth of internal consultancy. Because of these reasons focus on internal consultancy shifted, so internal consultants were seen as specialists who possess a better knowledge and understanding of the company culture thus implement changes faster, monitor those changes and bear responsibility much quicker and more efficiently than outside consultants. In the times of increased access to the web, companies started to pay greater attention to security issues, so internal consultants got preferences became a preferred choice as they had also had access to much more intimate details than the traditional consultants., which as a result caused a push to higher security within the organizations.<br> | In 2010, first signs of recovery from financial crisis and Great Recession were seen. Great Recession had also hit many companies hard, so cutting costs and long term outlook became the leverage issues for many strategy companies. Organizations started to look inside their structures to find new ways of growing and a push towards internal consulting occurred as a response to the need for more efficient and cheaper resources. Change management due to implementation of new strategies from within significantly contributed to the increased demand for inside knowledge. This further enhanced the growth of internal consultancy. Because of these reasons focus on internal consultancy shifted, so internal consultants were seen as specialists who possess a better knowledge and understanding of the company culture thus implement changes faster, monitor those changes and bear responsibility much quicker and more efficiently than outside consultants. In the times of increased access to the web, companies started to pay greater attention to security issues, so internal consultants got preferences became a preferred choice as they had also had access to much more intimate details than the traditional consultants., which as a result caused a push to higher security within the organizations.<br> | ||
However, by the end of 2012, beginning of 2013, it became clear that internal consulting was not only inefficient but did not save much costs, lacked innovation and out of the box thinking needed to beat the competitors. Internal consultants were seen as reactive but not very proactive. Companies began searching for better alternatives for solving problems. | However, by the end of 2012, beginning of 2013, it became clear that internal consulting was not only inefficient but did not save much costs, lacked innovation and out of the box thinking needed to beat the competitors. Internal consultants were seen as reactive but not very proactive. Companies began searching for better alternatives for solving problems. | ||
By the end of 2013, majority of large corporations were exploring new ways of developing internal knowledge base.<br> | By the end of 2013, majority of large corporations were exploring new ways of developing internal knowledge base.<br> | ||
'''2014-2017:''' <br> | '''2014-2017:''' <br> | ||
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'''2018-2020:''' <br> | '''2018-2020:''' <br> | ||
The transition from ideal but poorly managed internal advisory capabilities good intentions of internal consultants, , to efficient and truly innovative internal organisations did not significantly impact the traditional consulting model until 2017. The idea of innovative communities and centres of excellence were derived from the concept of internal consulting, however, it was not until 2018 that these inside organisations reached their potential. <br> | The transition from ideal but poorly managed internal advisory capabilities good intentions of internal consultants, , to efficient and truly innovative internal organisations did not significantly impact the traditional consulting model until 2017. The idea of innovative communities and centres of excellence were derived from the concept of internal consulting, however, it was not until 2018 that these inside organisations reached their potential. <br> | ||