High-Impact Consulting: How Clients and Consultants Can Work Together to Achieve Extraordinary Results , Completely Revised and Updated
March 2002, Jossey-Bass
1. Low-Yield, Conventional Consulting versus High-Yield, High-Impact Consulting.
2. The Five Fatal Flaws of Conventional Consulting.
3. The Bottom-Line Results of High-Impact Consulting.
Part Two: The Results-Driven Architecture of High-Impact Consulting.
4. Define Goals in Terms of Client Results Instead of Consultant Products.
5. Match Project Scope to What the Client Is Ready to Do.
6. Aim for Rapid-Cycle Successes to Generate Momentum.
7. Build a Partnership to Achieve and to Learn.
8. Leverage Resources: More Results with Fewer ConsultantsPart Three: Creating High-Impact Partnerships.
9. Create a Contract for Collaboration Instead of a Proposal for a Job.
10. Senior Managers Must Insist That Their People Produce the Results.
11. Build Communication Bridges and Overcome Anxiety.
12. Test the Shift to High-Impact Consulting: It s All Upside and Risk-Free.
George M. C. Fisher, former chairman and CEO, Eastman Kodak Company
"Most consulting is practiced in ways that are doomed to
failure. If you use expert advisers, whether from your staff or
from a consulting firm, this book provides plenty of insight on how
you can increase the odds of a high payback."
Lawrence J. Toole, former senior vice president and manager, human resources, GE Capital
"The allure of using consultants for tough business problems is
fraught with risk. As Bob Schaffer explains, the relationships
between business managers and consultants frequently end in
disappointment. High-Impact Consulting should be read by all
managers about to use a consultant, and by those consultants who
want results as well as fees."
John H. Biggs, chairman and CEO, TIAA-CREF
"Effective consultants, whether external or on company staff,
must sell and deliver significant and measurable results. Too often
what is delivered is just advice and activity. Bob Schaffer tells
client executives how to demand stretch results and teaches
consultants how to change their practice to deliver them. His
C. Richard Larrick, manager, mill improvement process, Georgia-Pacific Corporation; former president, Paper Industry Management Association