A CRITICAL REVIEW OF THE FIVE-FACTOR MODEL FOR SUCCESS OF INTERNAL CONSULTANTS OUTLINED BY CHRISTINE MILLER AND KARTHIK SUBBIAH (2012)

Abstract

The concept of internal consultancy is gradually gaining greater recognition in many organizations today. A number of models have been put forward to address challenges faced by Internal Consultants (ICs) as far as business and change initiative’s successes are concerned. This article reviewed the five-factor model proposed by Miller and Subbiah (2012) and discusses the challenges of the model as a basis to make the work of the IC successful. Further, we proposed an integrative balanced approach model to enhance the one proposed by Miller and Subbiah (2012). Literature was thoroughly reviewed to understand and analyze the five factors and their relevant interconnectivity as well as the levels of success anticipated for an effective change initiative. Despite the relevance of the model, the analysis shows an ecosystem of ICs as a structure, suggesting multiplicity of factors to guarantee change success. Moreover, the dimensionality of the factors, their possible combination and presence support, and their degree of influence and prioritization emerged as significant aspects of the model that requires thorough assessment to ensure successful change initiative. Also, the three levels of change are integrated into the balanced approach model for quality feedback between performance and relationship. Hence, these useful aspects of the five factors pointed out in this article can aid practitioners and researchers to customize strategies to fit into specific contexts in ensuring presence support and effectiveness of the factors as well as other related factors.