Becoming Hewlett Packard: Why Strategic Leadership Matters
Philip E. Meza · Webb McKinney · Robert A. Burgelman
Jan 2024 · Gildan Media · Narrated by Basil Sands
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21 hr 26 min
Unabridged
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About this audiobook
Based on extensive primary research conducted over more than fifteen years, this book documents the differential contribution of HP's successive CEOs in sustaining the company's integral process of becoming. It uses a comprehensive strategic leadership framework to examine and explain the role of the CEO: (1) defining and executing the key tasks of strategic leadership, and (2) developing four key elements of the company's strategic leadership capability.
The study of the strategic leadership of HP's successive CEOs revealed the paradox of corporate becoming, the existential situation facing successive CEOs (that justifies the book's empathic approach), and the importance of the CEO's ability to harness the company's past while also driving its future. Building on these insights, the book shows how the frameworks used to conceptualize the tasks of strategic leadership and the development of strategic leadership capability can serve as steps toward a dynamic theory of strategic leadership that animates an evolutionary framework of corporate becoming. This framework will be helpful for further theory development about strategic leadership and also offers practical tools for founders of new companies and CEOs and boards of directors of existing companies who intend to create, run, or oversee companies built for continued relevance, longevity, and greatness.
The study of the strategic leadership of HP's successive CEOs revealed the paradox of corporate becoming, the existential situation facing successive CEOs (that justifies the book's empathic approach), and the importance of the CEO's ability to harness the company's past while also driving its future. Building on these insights, the book shows how the frameworks used to conceptualize the tasks of strategic leadership and the development of strategic leadership capability can serve as steps toward a dynamic theory of strategic leadership that animates an evolutionary framework of corporate becoming. This framework will be helpful for further theory development about strategic leadership and also offers practical tools for founders of new companies and CEOs and boards of directors of existing companies who intend to create, run, or oversee companies built for continued relevance, longevity, and greatness.
About the author
Philip E. Meza is a strategy consultant and researcher. Much of his consulting work focuses on technology strategy and business development. His books and numerous case studies are used at business schools and universities around the world. You can learn more about him at philipmeza.com.
Robert A. Burgelman is the Edmund W. Littlefield Professor of Management at Stanford Business School, and served as executive director of the Stanford Executive Program. He is the author of Strategy is Destiny: How Strategy-Making Shapes a Company's Future and coauthor of Inside Corporate Innovation, among many others.
Webb McKinney began his career at HP when David Packard and Bill Hewlett ran the company. McKinney held numerous engineering management and executive positions at HP, running HP's entry into consumer PCs, and going on to lead its entire PC business.
Basil Sands is an award-winning narrator working between the Chugach Mountains and Pacific Ocean in Anchorage, Alaska. A former US Marine, he has also been a logger, carpenter, scoutmaster, wilderness rescue medic, senior IT guy, and novelist, and was a minister for over twenty-five years.
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