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BACKGROUND
Robert H. Miles, Ph.D., President, Corporate Transformation Resources, is a global thought and practice leader in the fields of Corporate Transformation and Executive Leadership.
Through his decades of experience and leading 30+ Corporate Transformations, Bob has pioneered the Accelerated Corporate Transformation (ACT) methodology. ACT has been successfully implemented at over 30+ of the most iconic Corporate Transformations, including Apple, General Electric, IBM Global Services, Symantec, National Semiconductor, Office Depot, PGA Tour, Infineon Technologies, Rockwell International, Southern Company, and Black & Veatch, as well as a number of emerging high-tech companies.
Bob is also a distinguished academic and author. On the Yale and Harvard Business School faculties for many years, Miles taught in the MBA, Doctoral, and senior executive programs. At Harvard, he was Faculty Chairman of an innovative residential program, which helped CEOs and their teams plan corporate transformations. [read more]
Through his decades of experience and leading 30+ Corporate Transformations, Bob has pioneered the Accelerated Corporate Transformation (ACT) methodology. ACT has been successfully implemented at over 30+ of the most iconic Corporate Transformations, including Apple, General Electric, IBM Global Services, Symantec, National Semiconductor, Office Depot, PGA Tour, Infineon Technologies, Rockwell International, Southern Company, and Black & Veatch, as well as a number of emerging high-tech companies.
Bob is also a distinguished academic and author. On the Yale and Harvard Business School faculties for many years, Miles taught in the MBA, Doctoral, and senior executive programs. At Harvard, he was Faculty Chairman of an innovative residential program, which helped CEOs and their teams plan corporate transformations. [read more]
FEATURED: THE INHIBITORS OF RAPID TRANSFORMATION
Unlock all 12 preview images: Ask any CEO who has overseen a Corporate Transformation what should have been handled differently, and you are likely to get this answer: "We should have--and could [read more]
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