Systemic in-house consulting: an answer to building change capacities in complex organizations

Abstract

Challenged by the increase in parallel change projects, many organizations have created internal change consulting teams. One theoretically inspiring and practically important phenomenon that we find in our empirical context of a German multinational company is systemic in-house consulting (SIHC). This change consulting approach, which intervenes on the back of strong system-theoretical considerations, faces a paradoxical challenge: to consult on organizational change from within, without the cachet of an external expert. Using the case of an automotive supplier creating SIHC as a coping resource for multiple, heterogeneous, and parallel change processes, the article both examines and illustrates SIHC. We argue that increasing change needs have the potential to stimulate organizational change capacity and that SIHC offers one very concrete and workable expression.

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