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A new post from Wes Siegal:
http://bit.ly/resultsin100days
The most important challenge in a new leadership job is to build a leadership strategy and set the tone for the future. However, new executives are vulnerable during their first 100 days on the job as it is all too easy to make missteps in the organization that one is just starting to navigate.
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Many people think failure is inevitable on the way to success; however, it depends on your endeavor. In his latest blog post for Forbes Ron Ashkenas points out that failure can be good if you are trying to innovate or learn a new skill; on the other hand it can sometimes be catastrophic.
Failure. A way to learn? The real challenge for leaders is not to either accept or reject failure, but rather to differentiate between whether they are in execution or innovation mode.
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A series of 100-day challenges drove innovation, performance, and learning.
The Rapid Results Approach used for innovation and strategic priorities stimulated new levels of thinking, performance, and learning which translated into new capabilities at the organization level. The results astounded the CEO and even the team members themselves.
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Through a series of calculated acquisitions, the world’s leader in baking products grew from a regional bakery in Mexico to a global powerhouse. However, between acquisitions, new brands, and expanded geographic reach, operations became complex and hierarchical. Continued growth demanded development of a culture of speed, agility, and innovation. Schaffer Consulting’s Rapid Results Approach worked wonders.
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A personal reflection from Ron Ashkenas on the Havard Business Review blog
According to Gallup research, 55% of people in the U.S. define themselves by their job. That can make career transitions quite emotional. If you want to ensure that you’ll succeed, emotionally and professionally, here are two steps that you can take.
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Human Resources (HR) people have four roles: administrative expert, employee advocate, strategic business partner, and change agent. In some cases, an HR person specializes in just one of these roles, but others may switch back and forth between the roles. When it isn’t clear which role is being played at a particular time and why, managers become confused and then blame HR for not providing effective support. Learn how to help your HR people understand which role you want them to play in Ron Ashkenas' new blog post on Forbes.com, "Three Reasons Why Managers And HR Don't Get Along."
Human Resources (HR) people have four roles: administrative expert, employee advocate, strategic business partner, and change agent. In some cases, an HR person specializes in just one of these roles, but others may switch back and forth. When it isn’t clear which role is being played at a particular time and why, managers become confused and then blame HR for not providing effective support.
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Have them in circles
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Schaffer Consulting

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Figuring out a go-to-market approach is no trivial exercise – it separates the companies that will be successful and sustainable from those that won’t. Many tech startups get stuck at this stage by asking all the wrong questions about their product. Instead, they ought to step back and take their customers' perspective. Ron Ashkenas and co-author Patrick Finn elaborate more on this in their latest Harvard Business Review blog post The Go-to-Market Approach Startups Need to Adopt. http://bit.ly/Go-To-Market
Figuring out a go-to-market approach is no trivial exercise – it separates the companies that will be successful and sustainable from those that won’t. Many tech startups get stuck at this stage by asking all the wrong questions about their product. Instead, they ought to step back and take their customers' perspective...
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Remembering those who died in service to our country
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An executive-level sponsor can be crucial for the success of major projects -- but only if he/she understands the role, is passionate about the project, and takes time to do it right. So how can leaders make the most of these roles? Ron Ashkenas suggests two steps in his latest blog post on Forbes: "Before Starting A Project, Get Your Sponsor On Board." http://bit.ly/Sponsor-On-Board
Having an executive-level sponsor can be crucial for shepherding major projects, particularly those that cut across functions. But in order for this to happen, both the executive and the project leader must be clear about their mutual expectations and time commitments for insuring a success.
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With the amount of time that meetings take up, it is crucial to remember that even if you're not in charge, you are accountable for keeping meetings effective and productive. It takes a certain amount of courage to push back on someone else's meeting, and it is unlikely that you'll always be successful. But if it is clear that something has to be in your organization Ron Ashkenas suggests two strategies in his latest Harvard Business Review blog, "Keeping Meetings on Track When You're Not in Charge," which you might want to consider. http://bit.ly/KeepMeetingsOnTrack
Meetings frustrate everyone. There are too many of them, they take too much time, and not enough gets done during and after.
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Many of us are familiar with the concept of "Getting to Yes", but the more difficult challenge is “getting to no”. In this Forbes post Ron Ashkenas and Matthew McCreight discuss how to set priorities – without alienating anyone – when there are conflicting demands on your time or the time of your team.
Sure it’s easier to just say “yes” in the short-term; but taking on an assignment that you don’t have the bandwidth for, or ones that will compromise other key goals, won’t make anyone feel good about you in the long run – and it won’t help your organization achieve its goals. That’s why “getting to no” is such a critical challenge to master.
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Just in time for your New Year's resolution, Harvard Business Review Press – in conjunction with Audible.com – has released an audio version of Ron Ashkenas' book, Simply Effective:  How to Cut Through Complexity in Your Organization and Get Things Done. So, if one of your goals for 2016 is to help your organization to "simplify", this might be an easy way to learn about some well-tested tools and frameworks for how to proceed.
This book is a must-read resource for managers looking to improve performance by simplifying structures, processes, products, and leadership behaviors. Complexity is a key issue for most organizations around the world in today's economy. "This book offers profound, insightful, ...
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Have them in circles
46 people
Jeff Marmins's profile photo
Mike Klevorn's profile photo
Ed Dodds's profile photo
Bruce Eatchel's profile photo
George Easton's profile photo
American Crane's profile photo
M K V Prabakar's profile photo
juliano bueno de araujo's profile photo
Brendon McLoughlin's profile photo
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Schaffer Consulting: Real Results, Real Fast
Introduction

Schaffer Consulting has been a leader in the development and practice of organizational and cultural change for 50 years. Here are a few of the many Schaffer Consulting pioneering innovations:

  • We created the "Rapid Results" approach in which short-term, results-producing "Breakthrough projects" serve as the vehicles for accelerating change.
  • As a member of the original team, we helped General Electric develop the WorkOut methodology and co-authored the authoritative text on WorkOut.
  • We pioneered in making the integration of acquired companies an organized process rather than an improvisation.
  • Working with the World Bank and other global aid organizations, we have introduced the Rapid Results Approach in developing countries to achieve vital tasks and empower community participants.
  • To advance this breakthrough approach in international development we created the Rapid Results Institute, a non-profit corporation, and support it with time and funds.