Almost all the managers who engage consultants, and almost all the consultants they hire, subscribe to a model of consulting that severely limits the benefits of their collaboration.
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Previews available in: English
Subjects
Management, Business consultants, Consultants, Gestion, Management scienceShowing 5 featured editions. View all 5 editions?
Book Details
Table of Contents
From high-stakes gambling to certain success
Low-yield, conventional consulting versus high-yield, high-impact consulting
The five fatal flaws of conventional consulting
The bottom-line results of high-impact consulting
The results-driven architecture of high-impact consulting
Define goals in terms of client results instead of consultant products
Match project scope to what the client is ready to do
Aim for rapid-cycle successes to generate momentum
Build a partnership to achieve and to learn
Leverage resources : more results with fewer consultants
Creating high-impact partnerships
Create a contract for collaboration instead of a proposal for a job
Senior managers must insist that their people produce the results
Build communication bridges and overcome anxiety
Test the shift to high-impact consulting : it's all upside and risk-free.
Edition Notes
Includes bibliographical references and index.
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- Created October 16, 2008
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