When I wrote the first edition of this book, I devoted exactly two pages to implementation. I can’t remember whether I was just rushing to finish the book or had little to say about it. Over the years, though, I have become increasingly aware of how many consulting efforts have been aimed at doing the right thing but have resulted in little change. It is frustrating, to say the least, to contract well, develop an accurate picture of the current reality, give feedback, and make a good decision and yet see few concrete results from the effort.

Implementation is, in theory, the point of the consultation, the fruit of our labor. Unfortunately, knowing what to do (the product of the discovery phase) and finding the right ...

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