Organisations use internal consultants for many reasons. Here we explore a few of the circumstances in which internal consultants are employed.

To improve organisational efficiency

You might decide that you need to use an external consultant to improve organisational efficiency. This is one of the most obvious and common motivation for employing an internal consultant. Some examples of this type of internal consulting projects are:

- Organisational structure and efficiency reviews involving overhead cost reduction
- Reducing customer response times
- Improving quality controls that need a multi functional response involving systems and training, and development expertise

On these occasions, the internal consultant usually gives an independent and expert outlook and is an additional resource on what are deemed to be difficult and urgent problems.

To supply an intensive and focused resource on a temporary basis

Some major organisational change programmes can take up a huge amount of time for senior management. Day-to-day management pressures can prevent managers from focusing on the change programme itself, as they need to address more immediate issues. Some managers may also find it difficult to concentrate on operational and strategic problems at the same time. Internal consultants, then, can provide a dedicated and focused resource to assist managers in overcoming these problems, ensuring that their time can be targeted and used effectively.

To contribute to an important decision-making process

Consultants can be brought in to help with the decision-making processes, especially when they feel they do not have the required technical expertise or specialist knowledge. Consultants can be given the task of challenging or testing a particular project or proposal so that every possible issue has been addressed. The level of involvement in a decision-making processes like this can be limited to providing focused and technical input for a set period of time.

To demonstrate that business opportunities are being identified and developed

By employing consultants on specific projects, managers can demonstrate that their organisation is maximising all available opportunities. Managers might be prevented from having the time to explore potential opportunities, so internal consultants provide the flexibility to enable them to investigate and explore possibilities.

To reduce the risk of a project's failure

Nobody wants a complex or expensive project to fail. Involving consultants with high-level expertise can reduce the risk of projects from running into difficulties. Specialist skills can help reassure managers that important projects are being properly resourced, supported and managed.

To help undermine an existing management group or situation

A consultant might be brought on board to deliberately criticise a proposal or initiative that has been suggested by another manager or team.

To provide management with support to defend previously agreed decisions or actions

A project may already have been agreed on, but a manager may need the advice and recommendations form a internal consultant to justify and endorse course of action they had already agreed on.

To have someone to blame

Consultants might be used as convenient scapegoats. A project might not produce the desired outcome, for example. Internal consultants can be used to implement difficult decisions such as redundancies or business closures. Managers can keep their reputation in tact by using the consultant to get their decisions through during a difficult period. Obviously people can see through this tactic, and more damage can be made to the manager's reputation.

It is important that the consultant weighs up the potential benefits and losses involved with certain projects and discusses these with their client at the outset before becoming involved. Understanding the circumstances surrounding an assignment can help counteract problems later on in the client consultant relationship.