| "> | | | | concentrate on the issue related to corporate in a |
| Corporate consulting units provide a vital source | | | | broader perspective. Due to their experience and |
| of knowledge for organizations seeking to | | | | knowledge they are able to better analyze an |
| increase their innovation capacity by learning about | | | | aspect which the top management of the |
| and from their customers. The knowledge | | | | corporate may not able to analyze, because of |
| created in such consulting business as well as the | | | | their being deeply involved in the business. So |
| filters that hinder utilizing this knowledge in the | | | | these corporate consultants weigh the pros and |
| innovation processes of the organization. These | | | | cons of a strategy and situation and give their |
| corporate consultants are third party experts who | | | | advice accordingly so that the strategy turns out |
| influence the decisions of the management team | | | | to be a fruitful one for the corporate. |
| of corporate. With their expertise are able to | | | | |