Shapeshifters can work in-house, interim, or as consultants. No matter what, their work resembles those of consultants doing three related interventions:

• Coaching: structured one on one conversations intended to mirror, reflect, evolve. The emotional and translation work can often be done in that manner
• Facilitation: organise and run group experiences, often in the form of conversations, with the goal of identifying new ideas, shared problems, etc.
• Consulting: they might work on an internal project, gathering information and sharing it back as notes or reports, intended to be shared by all or some stakeholders.

As organisations shift away from expensive, cookie-cutter consulting firms – especially in government – cultivating shapeshifters in-house is a way to replace the functions held by those firms. Internal shapeshifters – working as internal consultants - provide continuity external consultants rarely can. They can cultivate long-term trust and contextual understanding, increasing accuracy and leverage.

This applies also when shapeshifters do work on behalf of a government, an industry sector, or a non-profit network, not only within one organisation. With this, we can turn to the value that shapeshifters create for the organisation, or the broader systems where they operate.