In my last article, I described an approach that you can use to define the purpose of an internal consulting team.
I used Sophie and her BA team as an example and I will continue to do so here. This time I will talk about the “Service catalogue” or list of services that your team provides to stakeholders in the business.
Our approach at a high level
Sophie and her managers have just defined what their team’s purpose is, so it should be easy to create a list of the services that be needed to achieve that purpose. But in reality, a lot of the work done by internal teams is “as per the stakeholder’s request” and not at all aligned to the team’s alleged reason for existence. So we will attack this problem from two angles
- What Sophie and her managers think the team should be doing; and
- What the team are actually doing at the moment.
We will then look at the gap and work out what to do about it.
Sorry, but it turns out to be a long article, so pour a cup of tea for yourself or just read one heading at a time.