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High-Impact Consulting: How Clients and Consultants Can Leverage Rapid Results into Long-Term Gains (Jossey-Bass Business & Management) Hardcover – April 15, 1997

4.6 out of 5 stars 22 customer reviews

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Editorial Reviews

Review

"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

--This text refers to an alternate Hardcover edition.

From the Publisher

"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

--This text refers to an alternate Hardcover edition.

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Product Details

  • Series: Jossey-Bass Business & Management
  • Hardcover: 234 pages
  • Publisher: Jossey-Bass; 1 edition (April 15, 1997)
  • Language: English
  • ISBN-10: 0787903418
  • ISBN-13: 978-0787903411
  • Product Dimensions: 6.3 x 0.9 x 9.6 inches
  • Shipping Weight: 1 pounds
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (22 customer reviews)
  • Amazon Best Sellers Rank: #6,428,529 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

By Khaled Hassan on August 1, 2005
Format: Hardcover
High Impact Consulting is a must read for both consultants and managers striving to excel in today's competitive, fast paced market. The book provides a recipe for consultants to perform better in their job and tells managers what to expect from a good, high impact, consultant. I was first introduced to this book by Prof. Alan Goldman as a required read for the Organizational Consulting class at Arizona State University, MBA program.

The author starts by comparing low-yield, conventional consulting to the high-yield, high impact consulting. He concludes that traditional consulting suffers from five fatal flaws that lead to an implementation gap in the client organization since most consultants don't make client implementation a central focus of their consulting practice. It is vital for consultants to make certain that clients absorb, use, and benefit from the solutions the consultants offer. In order to do that, the author advocates that high impact consulting corrects the five flaws of traditional consulting through the following
1. Define the project in terms of specific client goals that will be attained instead of defining the project in terms of the consultant deliverables.
2. Determine the project scope based on what the client is willing and able to implement instead of ignoring the client readiness.
3. Divide the project into increments with rapid cycle time for quicker results to give momentum to the project instead of aiming for one big solution that requires huge investments and long cycle time.
4. Consultants should work with clients in a collaborative, full partnership mode through every stage of the project instead of passing the responsibility back and forth.
5.
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Format: Hardcover
This book gives an account of the absolute right way to consult. But there is a problem: One, however, I believe is a good one whose day in the sun has come.
Consultants and consulting firms have different definitions of success. A GOOD and TRUE consultant wants to see his customer succeed, and this book shows how to accomplish that. A TYPICAL consulting firm wants to rack up the chargeable time. There is a dichotomy here, one with which I have dealt personally for 18 years before founding my own firm.
The author correctly describes consulting success as client results. However, most large consulting firms describe success as a monstrous amount of chargeable hours. In short, don't you dare solve your client's problem before your billing has reached at least six figures!!!
Read this book. If you are a consultant, celebrate it. If you are a partner in a major consulting firm, decry it. If you are a client, hold your consultants to it!
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Format: Hardcover
This is a high quality book that provides excellent advice to managers and consultants. The author explains the critical factors for an effective design of projects, especially the need to define project objectives in terms of client results instead of merely consultant deliverables. Schaffer identifies five serious flaws that he says low-yielding consultants suffer from of coming up with solutions with no regard on the capacity of the client to implement them.

This is a must read for managers of companies that may need to employ consultants. These managers will be able to demand high value from the consultants. It is also very critical for practising and aspiring consultants as they can learn how they can add value to their clients by providing new methods or solutions to their clients, and ensure that clients achieve measurable improvement arising from the solutions they provide and finally ensure that the client is able to sustain the improvement in future. Schaffer presents useful and practical recommendations directed at both the consultant and client to ensure a win-win relationship.

The book has several case studies and tips that help reinforce the concepts that he is propagating. This is a well written book that is easy to follow. The book is a useful addition to my library.
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Format: Hardcover
After having worked as a senior management and communications consultant for more than 10 years I have finally found a piece of work that really says it all. And gives it all. "High-Impact Consulting" carries great insights in the psychology and sociology of managing and developing an organisation and its co-workers. Mr Schaffer gives you cristal clear advice and methods that can be used right away. On the next day, in the next meeting, etc. This is a must-read for everyone living and working in an organisation. If there is any truth to the idea that our World is moving toward a work force of "homo consultus" and an economy of "service concepts" this book should be one of its guiding lights. I rate it in the same category as Thomas Kuhn's 1962 revolutionary piece "The logic...of scientific relvolutions", which was a ground breaking work for our science and its self-awarness. The big difference between these books, besides the subject, is that "High-Impact Consulting" is easy to read, easy to understand and easy to take to your heart. In other words, it is written in a "high-impact" mode and manner. "High-impact consulting" could be one of this "special order books" and carry a serious price tag. But its not. So why not get it? It can't be your fear of having a measurable and valuable impact...or?
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