Based on the book High-Impact Consulting, this article describes how a strategic consultant can help to effect real change in organizations.
The earlier article explains why failures are a direct outcome of the way consulting is usually practiced, and why consultants and clients collude to perpetuate this wasteful pattern. It suggests a radically different approach. The later describes how both consultants and clients can avoid "fatal flaws" by shifting to the more effective, results-focused, High-Impact consulting paradigm.
Published in the Journal for Quality and Participation, Volume 20, Number 4. Published as two-part series with Looking at the 5 Fatal Flaws of Management Consulting, Journal for Quality and Participation, Volume 20, Number 3, June 1997
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