The core idea of the book is that most consulting work is not effective because it emphasizes processes and deliverables rather than business results. Further, most consulting projects are too ambitious and long-term in definition, making it difficult for the organization to see and feel positive results and have the stamina to go on. To make matters more difficult, most clients collude with the consultants in this situation by placing all their trust in the consultant and not taking responsibility for results. In effect, management consultants and their clients are engaging on long-term co-dependent relationships that mostly benefit the consultants. By contrast, Schaffer argues for an approach to consulting that is focused on results, broken into shorter-term pieces, and is driven by both the client and the consultant. This book presents both a critique of current consulting practice and, more important, a detailed approach to results-based consulting projects. The book addresses project design, client/consultant relationships, and methods for achieving small wins that maintain motivation and keep the company moving ahead.