"If senior executives are going to spend large sums of money for internal consultants or outside firms, you need to be clear about the actions you must take to avoid disappointments and to make sure that expert advice is translated into tangible, bottom-line improvements. This book offers many practical ideas on how to do that."
— 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 approach works."
— C. Richard Larrick, manager, mill improvement process, Georgia-Pacific
Corporation; former president, Paper Industry Management Association
Book Description
In this new and revised edition of the landmark book High-Impact
Consulting, Robert H. Schaffer reveals how senior managers
unwittingly collude with their consultants to perpetuate the great waste
inherent in "the five fatal flaws of conventional consulting." Drawing
on his own work with companies— Motorola, Rio Tinto, IBM, General
Reinsurance Corporation, The World Bank, and other successful
organizations— Schaffer offers a field-tested approach to working with
consultants that has proven to get results. He identifies the key
elements of an effective project design, particularly that project
objectives are defined in terms of client results rather than just
consultant deliverables. The process enables clients to be certain that
the work is carried out in ways that ensure success.
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