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Abstract
Today's leading CIOs and IS executives are changing how their organizations conduct business. To compete with external consultants and myriad service providers, they are transforming their IS culture and workforce in building an IS consulting business. This article will explain step-by-step how to build such a business, provide examples of what has and has not worked, and highlight what makes change initiatives such as these succeed or fail. Taking IS from an internally focused, technology-driven organization to one that competes with external consultants for the privilege of being the provider of choice is a major cultural initiative. Such an initiative is not for the timid and should not be contemplated unless a company is absolutely, 100% committed to seeing it through to the finish.