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In addition to a series of books and published
articles on what we have learned from the practice of supporting major corporate transformations, Corporate
Transformation Resources conducts ongoing research into different facets of transformation leadership. Three
recent CTR white papers are accessible below. The first identifies the major “Inhibitors” of rapid transformation
and how to overcome them. Also included in the paper is a handy diagnostic “Readiness Survey” for you to be
able to gauge the intensiveness of these Inhibitors in your organization. The second is a practice guide for new CEOs wanting to effectively “take charge” to launch the next major phase in their company. The third paper is tailored to the needs of
CEOs wanting to effectively “take charge” to launch the next major phase in their company.
The New CEO’s Challenge:
Readiness for Rapid Corporate Transformation
Gauging Your Organization’s “Readiness” for Transformation
Robert H. Miles, Ph. D.
White Paper 2020-1
June, 2020
Excerpt:
No transformation challenge is greater than the one confronting you as a
new CEO when you assume the mantel of executive leadership. Yet most
CEOs only get one chance in their long careers to get this right.
From the moment their appointment is announced, new CEOs must
quickly and simultaneously develop their plans for “taking charge” and
for launching the next major phase in their company. The corporate
transformation game plan they need to develop with their colleagues not
only requires a re-examination of the company’s business realities, corporate
strategies, and guiding purpose; but quite often a re-shaping of its management
process and culture, a fundamental re-alignment of the organization, and a re-engagement
of its managers and employees.
Read more...
New CEO’s “Taking Charge”
Challenge: The ACT Solution
Robert H. Miles, Ph. D.
White Paper 16-101
January, 2016
Excerpt:
New CEOs face many challenges the moment they are appointed. They must quickly develop
a plan for “taking charge” and for launching the next major phase in their company. In
essence they are immediately confronted by a corporate transformation challenge that not
only requires a re-examination of the company’s business realities and corporate strategies,
but often a re-shaping of its management process and culture, a fundamental re-alignment of
its businesses and functions, and a re-engagement of its managers and employees.
In order to ensure success, a new CEO needs a proven, enterprise-level methodology, or
process architecture, which can be relied on to boldly orchestrate the taking charge process
in a simple, step-by-step manner that speeds the launch of the next major phase of the enterprise.
Successful corporate transformations keep the responsibility for leading the transformation squarely in the hands
of the business leaders themselves, resulting in quantum improvement in the targeted initiatives in a shorter-thanexpected
period of time. Read more...
The Inhibitors of Rapid Transformation:
Perspectives of Senior Human Resources Leaders
Robert H. Miles, Ph. D.
White Paper 16-104
January, 2016
Excerpt:
"Senior Human Resources executives are becoming the go-to leaders for guidance
about “what now?” following the receding worldwide recession. Indeed, the most
important question that senior HR leaders are beginning to hear from their CEOs is,
How can you help me launch the next major phase in the company?
Regardless of the game changers they face, leaders of organizations in all sectors are going
to have to rejuvenate, reposition or in some cases, reinvent their strategies and business
models, to be able to boldly and rapidly transform their enterprise. Read more...
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