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 strategy of company changing into that made it attainable for HP to rework itself six instances over the seventy seven years given that its founding within the face of sweeping technological adjustments that felled so much of its opponents through the years. this day, 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 company.
Based on wide fundamental learn performed over greater than 15 years, this e-book records the differential contribution of HP's successive CEOs in maintaining the company's crucial means of changing into. It makes use of a accomplished strategic management framework to check and clarify the function of the CEO: (1) defining and executing the main initiatives of strategic management, and (2) constructing 4 key components of the company's strategic management potential.
The examine of the strategic management of HP's successive CEOs published the anomaly of company changing into, the existential scenario 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. construction on those novel insights, the ebook indicates how the frameworks used to conceptualize the initiatives of strategic management and the advance of strategic management power can function steps towards a dynamic conception of strategic management that animates an evolutionary framework of company turning into. This framework may be worthwhile for additional conception improvement approximately strategic management and likewise bargains sensible instruments for founders of recent 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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Invoice Hewlett and Dave Packard invented the version of the Silicon Valley start-up and set in movement a means of company turning into that made it attainable for HP to rework itself six occasions over the seventy seven years considering its founding within the face of sweeping technological alterations that felled so much of its rivals through the years.
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Additional resources for Becoming Hewlett Packard: why strategic leadership matters
One of the ideas he came up with was for expanding in networking. Roelandts said: You came up with an idea and you tried to convince your boss to let you pursue it. You sold it to your division manager. He would then talk to the group manager. If there was an interest, you could then talk to the group manager and get your idea funded. They would give you a little bit of money to kind of work on your idea. 62 Until the early 1980s, HP’s three major computer divisions each developed its own networking technologies and protocols.
Second, initiatives emerging in the autonomous strategy process challenge the concept of strategy that drives the induced strategy process. Either the CEO ultimately refers to the existing concept of strategy to maintain the focus on fit and rejects the autonomous initiative, and thereby also reaffirms the current identity of the company in its external ecosystem, or the CEO integrates the autonomous initiative to pursue evolvability into the corporate strategy going forward and thereby redefines the company’s identity.
The capacity to stay on top of external and internal context dynamics, and to stay relevant to its shareholders, determines a company’s capacity for “becoming”: an open-ended evolutionary process for which there is no ex ante teleological vision and which unfolds through a series of epochs and transformations in the course of the company’s history. 24 10â•‡ Corporate Becoming CORPORATE BECOMING AND STRATEGIC LEADERSHIP This book intends to show that sustaining HP’s process of becoming has depended on the effectiveness of the company’s strategic leadership throughout its history.