Article by Otto Acuna N. MBA, CMC, CSSBB 🇨🇷 🇪🇪 – Originally published in Linkedin on March 27, 2025
As organizations across the Gulf Cooperation Council (GCC) region continue to evolve in response to complex challenges and bold national visions, one trend is becoming increasingly prominent: the emergence and maturation of Internal Consulting Units (ICUs).
These in-house advisory teams are quickly becoming critical assets, helping both private enterprises and public institutions navigate transformation while reducing overdependence on external consultancies.
The strategic value of ICUs is increasingly clear. When structured effectively with appropriate governance elements, these internal units enable knowledge retention, foster cross-functional alignment, and ensure that transformation agendas are executed with continuity and contextual understanding. They are also instrumental in accelerating organizational learning by embedding consulting capabilities directly into the business.
This evolution aligns naturally with broader workforce nationalization goals in the region. Across Saudi Arabia (Saudization), the UAE (Emiratization), Oman (Omanization), and beyond, governments are working to increase the participation of their nationals in strategic sectors. The professionalization of internal consulting offers a compelling pathway to achieve this goal. Rather than relying solely on expatriate expertise or global firms, organizations can build and retain local talent that is both culturally attuned and technically competent. The natural turnover of professionals will also contribute to the cross-pollination of local markets, expanding the supply of national advisors and management consultants.
Yet, the development of a truly effective internal consulting capability requires more than reassigning staff or repurposing project managers. It demands a clear governance model, tailored methodologies, ethical guidelines, and professional development aligned with international standards. Without such structure, ICUs risk becoming underutilized or misaligned with strategic priorities.
Equipping ICUs with the right tools, frameworks, and talent pathways is a long-term investment—but one that can yield significant dividends: faster and more sustainable transformation, reduced reliance on external providers, and the cultivation of a new generation of national consulting professionals. These outcomes are especially valuable as governments and large institutions seek to build enduring internal capabilities while balancing fiscal responsibility and policy mandates.
Recognizing this opportunity, e-Consulting Global Solutions (e-CGS) is currently finalizing the development of a structured program to support the creation, consolidation, and professionalization of Internal Consulting Units.
The program, called INTERNAL EDGE™, is designed to offer a comprehensive, tailored pathway for internal consulting development within organizations—whether they are considering the formation of an ICU or have already established one and seek to elevate it to the next level of maturity and impact.
As the final elements are assembled, e-CGS looks forward to partnering with organizations across the GCC to support this new chapter in national capability building.
You can see the initial announcement here in LinkedIn: https://www.linkedin.com/posts/econsultingsolutions_internaledge-internalconsulting-icu-activity-7309914998909161472-i8hZ
