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Even though corporate clients continue to spend millions of dollars
on consultant-based solutions, the success rate of these
high-priced remedies is far from what it should be. No matter how
wise and creative the input of a consultant, says Robert H.
Schaffer, it will pay off only if the client does what is necessary
to benefit from the advice. But often there's a big "implementation
gap" between what client's must do to make a project succeed and
what they are actually able and willing to do.
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.
The author explains the importance of accomplishing results
quickly and then using these "rapid-cycle wins" as vehicles for
sharpening management skills, strengthening work disciplines, and
introducing new technology. In addition he tells managers and
consultants how they can build on these early successes and tackle
larger accomplishments and organization wide improvements.
This thoroughly updatededition features valuable new insights and
illustrative cases. It also includes a wealth of practical new
tools that make the book a user-friendly, quick reference for both
client managers and their consultants.
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