Let me begin by saying that what a great blog this is !.

First, your definition of consulting is little murky. I use offshore heavily. I have anywhere between 30 to 50 consultants
working in my group at given point of time. In most cases, they are “contractors”, not consultants. I dont consider
one thing to be superior than other. But just to get the definition right, in most cases, Indian companies are still
trying to find their ways in training their people to think like consultants. There are exceptions !. I usually rely on
the following two to consider something as consulting

1. You add some unique value that the client him/herself can not add.
2. Your boundries are somewhat broad. In the sense that it is task driven.

I think by design, in most cases offshore companies play a massive staff augmentation roles. This works against them to
play a consulting role as well.

With regards to in-house consulting vs. using external consulting, I was a huge fan of developing a team of internal
consultants who can be deployed in projects during initial strategy sessions. But I think there are two problems with
creating an internal consultanting teams:

1. Over the period of time, they become actually your core team and they may not be able to think outside the box.
2. Second, the skillset become limited. This kills the whole idea of utilizing consultants.

Keep up the good job ! (by the way, how do you find time to keep up this blog with great information)

- Selvam