By Robert A. Burgelman, Webb McKinney, Visit Amazon's Philip E. Meza Page, search results, Learn about Author Central, Philip E. Meza,
Invoice Hewlett and Dave Packard invented the version of the Silicon Valley start-up and set in movement a means of company changing into that made it attainable for HP to rework itself six instances over the seventy seven years due to the fact its founding within the face of sweeping technological alterations that felled such a lot of its opponents through the years. at the present time, HP is within the throes of a 7th transformation to safe its persevered survival via splitting in self sustaining businesses: HP Inc. and Hewlett Packard firm.
Based on broad basic examine carried out over greater than 15 years, this ebook records the differential contribution of HP's successive CEOs in maintaining the company's critical means of changing into. It makes use of a accomplished strategic management framework to check and clarify the position of the CEO: (1) defining and executing the foremost projects of strategic management, and (2) constructing 4 key parts of the company's strategic management power.
The learn of the strategic management of HP's successive CEOs printed the anomaly of company changing into, the existential state of affairs dealing with successive CEOs (that justifies the book's empathic approach), and the significance of the CEO's skill to harness the company's earlier whereas additionally using its destiny. development on those novel insights, the publication indicates how the frameworks used to conceptualize the initiatives of strategic management and the improvement of strategic management power can function steps towards a dynamic conception of strategic management that animates an evolutionary framework of company changing into. This framework can be worthwhile for additional concept improvement approximately strategic management and likewise deals useful instruments for founders of latest businesses and CEOs and forums of administrators of latest businesses who intend to create, run or oversee businesses outfitted for endured relevance, toughness and greatness.
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Additional info for Becoming Hewlett Packard: why strategic leadership matters
43 The “one” is the CEO. With the help of the strategy diamond framework, this book focuses on the key strategic leadership role of HP’s successive CEO in sustaining the company’s process of becoming. 44 This integrative theoretical framework simultaneously considers the links between product-â•‰market position and distinctive competence, and between strategy (formulation) and strategic action (execution). The effectiveness of a company’s strategic leadership is determined by the CEO’s ability to use these five forces to keep the company viable in the face of highly dynamic external and internal contexts.
23 This book combines the historical perspective gained from years of research, experience, and interviews with more than sixty former and current key HP executives (including all of HP’s living CEOs) with grounded theorizing: an inductive method that uses the rich field research data in combination with relevant existing and novel theoretical concepts and frameworks to generate deeper insights into why and how HP has survived and most of the time thrived in the face of major context changes, well beyond most of its competitors (see appendix 1).
He did so, in one of his final company speeches, by distilling HP’s ability to achieve continued success into three principles that he admonished the current and future HP critical leadership to continue to adhere to. In addition—â•‰and far more surprisingly—â•‰in his last speech he also admonished HP’s critical leadership to help the company avoid the fate of “the wonderfully constructed one-â•‰hoss shay,” which was constructed to perfection but unable to evolve. Carly Fiorina, reflecting on her experience as HP’s first externally recruited HP CEO, provides an additional insight that helps complete a reasonable answer to the question.