Our Approach

The ACT Process – Designed By Leaders for Leaders

More than 25 years ago, groups of CEOs, Division Presidents and their executive teams gathered each year to participate in an innovative program at Harvard Business School that was chaired by one of our founding partners, Bob Miles. The executives worked collaboratively on their top business challenges with peers and key faculty. They developed action plans to implement. They returned nine months later to describe how the solutions worked and how they could be improved. After several years of the program, a clear pattern emerged. The biggest and most common problem facing executives was not in coming up with the next strategy, but rather how to turn big ideas into big results.  

The process, we now call ACT, was built on the best-practices that surfaced through that program. Over the years, the process has been refined and streamlined through its use by leaders to accelerate performance gains in their organizations, including the transformation of GE to complete globally, IBM's shift into services, Symantec's move into enterprise solutions taking to beyond a billion dollars in revenue, and the turnarounds of National Semiconduictor and Office Depot, to name a few.