Overview

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.

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"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. McKinney later led worldwide sales, marketing, and supply chains for all of HP's commercial customers. Before retiring from HP in 2003, McKinney was the EVP responsible for HP's integration of Compaq. McKinney is a consultant in merger integration and leadership development. He holds bachelor's and master's degrees in electrical engineering from the University of Southern California and serves on the boards of nonprofit organizations. 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: Strategy, Structure and Managerial Skills, Strategic Dynamics: Concepts and Cases, and Strategic Management of Technology and Innovation (5th edition). He is a fellow of the Strategic Management Society and the Academy of Management, and serves as advisor and senior executive educator for global companies. 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. A graduate of the University of California at Berkeley and The Wharton School of the University of Pennsylvania, Meza is the author of Coming Attractions: Hollywood, High Tech and the Future of Entertainment and coauthor of Strategic Dynamics: Concepts and Cases. Meza also serves on the board of Toolworks, a social enterprise that helps people with disabilities. Basil Sands is an award-winning narrator working between the Chugach Mountains and Pacific Ocean in Anchorage, Alaska. He has narrated for many bestselling authors and helped many less-known authors climb that ladder. He's a former US Marine who for several years in the '90s ran the dining hall at the NSA, a.k.a. ""Chef to the Spies."" He's been a logger, carpenter, scoutmaster, wilderness rescue medic, senior IT guy, and novelist, and was a minister for over twenty-five years. He rents space in his basement to four Leprechaun brothers; they make the best lager."

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