When you need consulting services, you generally go outside the organization. The result? "In most cases, you end up paying dearly for a three-ring binder," observes Jerry F. Dean, CCE, manager of Corporate Credit Services for BP Amoco Corporation (Tulsa, OK). "It seems as though businesses feel they have to have third-party understanding and pay for it. They fail to realize that they should be able to get the information they need within their own organizations--without all of the costs."

For this reason, Dean encourages credit professionals to transform themselves into internal consultants in their organizations. "Future business conditions will require us to rethink our current roles," he explains. "In addition, you already know your organization better than a third party does."

"For example, we just installed an SAP accounts receivable software system," he says. Prior to the installation, it became obvious that the company didn't have a strong enough infrastructure to implement SAP at the time. "We found ourselves having to look at every process internally, trying to figure out how to make the appropriate business improvements," he continues. The experience helped Dean realize that, had the company adopted the concept of internal consultants earlier, most of these problems would have already been dealt with.

• You can make recommendations related to strategic and operational questions being considered. This information can help management make more intelligent operating decisions and strategic decisions.

• You can develop alternative courses of action.

• You can make recommendations to improve efficiency.

• Being sure to begin with a broad base of experience (including managerial accounting and industry trend knowledge).

• Developing a mindset of starting your own consulting practice, and thinking like a professional consultant.

• Generating credibility with senior management if you don't already have it.

• Working to be perceived as a professional, or no one will seek out your advice.

• Being sure you have excellent communication skills.

• Thinking of co-workers and managers as clients who could easily outsource your services. "Adopt a willingness and ability to be responsive to client (internal customer) needs," says Dean.

• Being sure to have a strong sense of "value-added" in the performance of your duties.

• Beginning with the "olive branch" approach, rather than trying to "bull" your way in. "Approach the process as a team player, rather than an intruder," Dean advises.

• Explaining what you can provide and how your services will add value to the organization.

• Being able to demonstrate some measurable improvement in the organization as a result of what you do or recommend.