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Schaffer Consulting

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Shatter expectations and achieve unprecedented results.

Schaffer Consulting works with leaders and teams to unlock organizational talent, attain breakthrough results, and develop critical capabilities.
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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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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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How Will You Prepare for Digital Disruption? Schaffer Consulting’s Markus Spiegel shared his insights recently in an informative podcast with “Disciplined Disruption” expert Michael Alf. In the podcast, Markus discusses why things that brought success in the past, won’t work in the future and highlights the disruption that is already shaking up every industry. In it, you’ll learn about the four conditions that must exist for innovation to thrive in today’s dynamic and fast-changing business world: Creative energy, creative friction, flexible structure, and purposeful discovery.
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“Innovators that work for conscious companies innately have that deep sense of engagement and resiliency, to get up, despite setbacks, and keep going to whatever innovation outcome you’re trying to achieve." - Daniel Dworkin speaks about the connection between Conscious Capitalism and innovation. http://huff.to/2eNalMr
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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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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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Shatter expectations and achieve unprecedented results.
Introduction

Schaffer Consulting built its foundation on the belief that every organization has untapped capacity to perform better. By unlocking organizational potential, Schaffer Consulting enables faster, more sustainable strategy realization. 

For more than 50 years, Schaffer has mentored businesses all over the globe to drive major improvements and expedite breakthrough results through the following pioneering innovations:

  • Schaffer Consulting developed the Rapid Results approach in which short-term, results-producing breakthrough projects serve as the vehicles for accelerating change.
  • Schaffer Consulting worked with General Electric to develop and co-author the WorkOut methodology and text – a town-hall style collaborative event for companies to quickly address and conquer business improvements.
  • By applying the Rapid Results approach to global social and economic crises, Schaffer worked alongside the World Bank and other global aid organizations to achieve vital tasks and empower communities. 
  • Schaffer founded the Rapid Results Institute, a non-profit corporation, to continue to enhance and provide worldwide relief efforts. 
  • Schaffer excels in making the integration of acquired companies an organized process and seamless transition [pre-, during and post-merger].

You have what it takes. Unleash it with Schaffer Consulting.


Contact Information
Contact info
Phone
+1 203 322 1604
Email
Address
707 Summer Street Stamford CT 06901 USA