We’ve done both. And while we believe some of our most impactful work came from being inside the organization, there are real advantages—and some very real traps—to both.
Internal OD practitioners have an intimacy with the business that’s hard to replicate. They understand the culture, know the players, and can build credibility and trust over time. But that closeness can also get in the way. Internals can become too embedded in the system to see what needs to change—or find themselves spending too much time doing routine, low-impact work.

External OD practitioners bring fresh eyes, a clearer mandate, and often the freedom to say things others won’t. But distance has its costs. Externals can miss important nuances, remain at arm’s length from what’s really happening, or unintentionally create a dependency that leaves the organization less capable when they leave.

So maybe the real issue isn’t internal versus external. Maybe it’s understanding the traps that come with where you sit—and refusing to let them keep you from doing the work that really matters.

Join us as we wrestle with what it takes to do great OD work, wherever you sit.