HR consulting has never been known as an innovation engine in the world of management consulting, but I believe this is changing. Over the last 12 to 18 months, I have noticed a transition in how HR providers are organizing and delivering services, one that represents a new level of awareness as to their strategic role in the broader consulting marketplace. The change has been enabled by those familiar drivers of globalization and digital transformation, but it's really about something deeper that speaks to a new strain of organizational DNA in which resources and expertise have mutated into culture and competency.
The age-old model of HR consulting is one where service delivery is siloed by domain, what I will call the value chain model. The grouping of expertise is around point solutions, with consultants occasionally collaborating on bundled service offerings or the creation of intellectual capital. The focal point of the value chain model is the end product (read service), and the chain is designed around the activities required to produce it. Each consulting specialty occupies a position in the chain with inputs passed from one link to the next.
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