The future of internal consulting? "We are more relevant than ever."

Annual Conference of In-House Consulting | June 29, 2026

Frankfurt am Main, June 29, 2026 — When the Haus am Dom is packed on a Monday morning, there's something in the air. This very sense of optimism characterized the conference “Internal Consulting: Quo Vadis? Status Quo and Future of Internal Consulting,” hosted by The School of Change in the metropolis on the Main River. From 9:30 a.m. to 5:00 p.m., participants discussed, researched, shared their stories, and networked — and in the end, one thing was clear: Internal consulting is becoming more relevant than ever.

The room was already buzzing at the "Come together" starting at 9:30 a.m. Coffee cups clinked, old friends greeted each other, and new connections were made. What began as a relaxed start would continue throughout the entire day: the feeling of being part of a community that is moving its field forward together.

Full house, international guests

The interest was overwhelming. The conference hall in the heart of Frankfurt, just a ten-minute walk from the main train station, filled with guests from almost every sector: industry and manufacturing, healthcare and social services, administration and the public sector, insurance, logistics, media, and academia. Internal consultants, HR and organizational development specialists, change managers, and executives sat side by side—bringing with them precisely the industry diversity that also characterizes the day's topic in research.

What was particularly wonderful was that the conference's reach extended far beyond Germany. Guests from Luxembourg and Switzerland traveled specifically to attend. This international response underscored what many in the room sensed—the questions surrounding the future of internal consulting are the same across national borders, and the desire for exchange knows no boundaries. A professional conference thus transformed into a small European marketplace of ideas.

The study “Internal consulting: quo vadis?” — finally reliable figures

Following the welcoming remarks by PD Dr. Falko von Ameln and Prof. Dr. Hanna Heinrich, the event began with an interactive introduction that immediately engaged the audience. Falko von Ameln and Dr. Hans-Joachim Gergs then presented the findings of their new study—a joint project with Hanna Heinrich, conducted within the framework of the Society for Empirical Organizational Research (GfeO). Their aim: to fill a research gap. While numerous qualitative studies exist, large-scale quantitative data on the structure and effectiveness of internal consulting units have been lacking. With 140 fully analyzed datasets from internal consulting firms of varying sizes and across diverse industries, the study now provides precisely that.

The key findings elicited lively nods and some thoughtful expressions:

• High need for change across all industries: 97% of respondents see a high need for change in their organization — an average of 6.2 on a 7-point scale. The question is therefore no longer whether, but how change will occur.

• Digitalization and AI as pacesetters: The strongest positive dynamic comes from digitalization (+1.0) and artificial intelligence (+0.9), while skills shortages, bureaucracy, austerity measures and economic crisis are perceived as the biggest burdens.

• A gap exists between the desired and actual state of change culture: 54.5% describe their organization as hesitant, while only 17.4% experience a systematically proactive change culture. This clearly represents potential – and thus a task for internal consulting.

• An encouraging finding regarding success: On average, the goals were fully or largely achieved in 57.5% of the consulting processes. The often-cited claim that 70% of all change processes fail is explicitly not supported by the study.

The “prophet in his own land” phenomenon: Internal consultants rate themselves as highly competent (average score 5.9) — and yet external voices are sometimes given more weight. This tension led to many “aha” moments in the room.

Falko von Ameln and Hans-Joachim Gergs presented the figures with visible enthusiasm—and made it clear: Internal consulting is not on the sidelines, but at the heart of the transformation. It is becoming more strategic, more business-oriented, and a sought-after partner in change processes. That was precisely the message that resonated throughout the room.

From science and practice for practice

What made the conference so vibrant was the blend of research and practical experience. Dr. Dirk Eichler from the Change Management department of AUDI AG kicked off the series of presentations with a talk on the role of change management in complementary consulting—from the initial concept to the final implementation of change. One image that resonated was that of change as meticulous craftsmanship, assembled piece by piece. Immediately following, Cordula Dick from the City of Cologne's Innovation Office offered a candid insight into consulting work in the public sector, demonstrating the significant progress that can be made within public administration when internal consulting provides support. It became clear that innovation units, such as internal consulting, are explorers. They typically encounter exploitative structures and cultures. Without the backing of senior management, they face considerable challenges.

After lunch—another valuable opportunity for inter-sectoral dialogue—Andrea Kleinhuber from the University Hospital of Basel led the afternoon session with a cleverly titled presentation: “Teaching the Fish the Water.” Her topic, the organizational blindness of physicians as a particular challenge for leadership development in healthcare, struck a chord—especially since the health and social services sector was the most heavily represented in the study. Her insights were brutally honest. She outlined a prevailing culture among the “gods in white”—supporting her points with quotations—that includes sexism, macho behavior, and a ruthless contempt for hospital administration and its staff. When a wavering management team tolerates such behavior, internal consultants face an extremely difficult task. We thank Andrea for sharing these valuable insights, which gave everyone pause for thought.

The practical section was rounded off by two further insights: Jan Krause, Chapter Lead Personnel and Organizational Development at Allianz Life Insurance AG, reported on the consulting work of a large insurance company, and Kirsten Bikowski from the Institute of Medical Psychology at Heidelberg University Hospital added the perspective of academic medicine. Industry, municipality, hospital, and insurance company all in one day—the breadth of internal consulting could hardly be illustrated more vividly.

Mini Open-Space: The conference takes things a step further

In the afternoon, listening transformed into active participation. In the “Mini Open Space,” participants gathered their own topics and explored them in depth in small groups—from dealing with budget constraints and the intelligent use of AI tools to the question of how to finally make the value contribution of internal consulting measurable. This revealed the DNA of the conference: not a one-way street from the stage to the audience, but genuine dialogue on equal footing. The study identifies precisely this approach—participation, co-creation, and a dialogic communication culture—as one of the most effective levers for dealing with crises and uncertainty.

The final discussion brought everything together. The atmosphere was remarkably optimistic: Yes, internal consulting is under pressure—due to tighter budgets, shrinking resources, and a rapidly accelerating pace. Yet, at the same time, the strong desire to shape the future was palpable. Internal consulting is becoming more relevant, more digital, and more strategic; it is developing new competencies and increasingly sees itself as a catalyst for organizational learning. At 5 p.m., a day came to a close that left participants with more answers than questions—and forged many new connections.

The annual conference of in-house consultants: A ritual of The School of Change, also in 2027

That this day turned out to be so intense, so heartfelt, and so stimulating is no coincidence. As organizer, The School of Change created a format that combined theory and practice, data and stories, lectures and participation. Founded in 2025 by Dr. Hans-Joachim Gergs, the executive academy sees itself as a place where change competence for future challenges is learned and developed—and that was precisely the feeling that permeated the Haus am Dom on June 29th.

Packed rows, guests from nearly every industry, from Luxembourg and Switzerland, a brand-new study, powerful voices from the field, and an audience that actively participated rather than just passively listening: The conference “Internal Consulting: Quo Vadis?” was a true highlight in The School of Change’s program—and at the same time, an invitation. An invitation to collaboratively explore the future of internal consulting. Because, as the study states: There is always hope. And in Frankfurt that day, one thing was particularly palpable—a sense of new beginnings.

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Were you there, or would you have liked to be? Share your experiences, challenges, and ideas with us — The School of Change looks forward to further dialogue .