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A wide range of enterprises have created or supported internal groups that provide professional services of a consultative nature for the enterprise itself. Although the service offerings vary widely, internal groups share important characteristics. Internal consulting groups provide many services that are comparable to those offered by external consulting organizations. Nevertheless, generally speaking, widely accepted operating models and business strategies of external consultancies are not relevant to many of the concerns of internal consulting groups.

The Internal Consulting Operating Framework is a comprehensive blueprint for managing and operating internal services groups developed by Satori Consulting over many years of close partnership with world class internal consulting clients. Mouse over the diagram of the model below to find links to corresponding definitions and points of view, as well as related tools developed from Satori Consulting's knowledge base.

The Operational Management Layer of the model identifies and details all components required for the successful operation of an internal services group. Items in this layer can address not only administrative and tactical but also strategic concerns as they relate to managing a group's operations. Foundational decisions around the Services, Strategy, Governance and Value of an internal services group guide the operational direction of the group and are included in this layer.

The Client Engagement Layer of the model identifies and details an internal service group's key levers for managing and engaging business clients. This layer includes all areas at which the group touches the business client and addresses client relationship activities from Business Development, building the Business Case for an engagement, through Engagement Delivery and Measure and Improve.

The Support Layer of the model identifies primary infrastructure and relationships that can provide operational and management support for an internal services group. This layer includes operational systems and tools (e.g., staffing database), as well as organizational relationships (e.g., HR, IT), and external partner/provider relationships (e.g., external consultants).