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 (1996-2015). He is the author of Strategy is Destiny: How Strategy-Making Shapes a Company's Future (2002), and co-author of Inside Corporate Innovation: Strategy, Structure and Managerial Skills (1986), Strategic Dynamics: Concepts and Cases (2006), and Strategic Management of Technology and Innovation (5th edition, 2009). 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.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 currently 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 non-profit organizations.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 (2007) and co-author of Strategic Dynamics: Concepts and Cases (2006). Meza also serves on the board of Toolworks, a social enterprise that helps people with disabilities. You can learn more about him at philipmeza.com.

The book is an intriguing documentary on Hewlett Packard and its historical significance as much as it is also an important contribution to the management sciences literature. Drawing on the authors in-depth knowledge of HPs strategic and leadership innovations, the book challenges traditional management and leadership principles and practices as it conceptualizes an inspiring, persuasive, and unique general strategic framework for organizational leadership and long-term sustainability... Highly recommended.

• Preface: Robert A. Burgelman PART I - CORPORATE BECOMING: AN INTEGRAL STRATEGIC LEADERSHIP PROCESSRobert A. Burgelman Chapter 1: Corporate Becoming and Strategic Leadership Chapter 2: HP's History of Becoming - 1939-2016: An Integral Process Analysis PART II- HP'S HISTORY OF BECOMING: DIFFERENTIAL SUCCESSIVE CEO CONTRIBUTIONS Robert A. Burgelman, Webb McKinney, and Philip E. Meza Chapter 3: Bill Hewlett and Dave Packard Build a Great Test & Measurement Instruments Company Chapter 4: John Young Doubles Down on Computing Chapter 5: Lew Platt Pivots HP toward Commodity Business Chapter 6: Carly Fiorina Drives HP toward Scale and Scope Chapter 7: Mark Hurd Manages Relentlessly for Results Chapter 8: Léo Apotheker Intends to Revolutionalize HP PART III - CORPORATE BECOMING AND STRATEGIC LEADERSHIP: HARNESSING THE PAST AND DRIVING THE FUTURE Robert A. Burgelman Chapter 9: Meg Whitman Resolves Strategic Integration Challenges -From Better Together to Splitting HP in Two Chapter 10: Corporate Becoming: Why Strategic Leadership Matters List of Interviewees

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 (1996-2015). He is the author of Strategy is Destiny: How Strategy-Making Shapes a Company's Future (2002), and co-author of Inside Corporate Innovation: Strategy, Structure and Managerial Skills (1986), Strategic Dynamics: Concepts and Cases (2006), and Strategic Management of Technology and Innovation (5th edition, 2009). 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.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 currently 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 non-profit organizations.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 (2007) and co-author of Strategic Dynamics: Concepts and Cases (2006). Meza also serves on the board of Toolworks, a social enterprise that helps people with disabilities. You can learn more about him at philipmeza.com.

The book is an intriguing documentary on Hewlett Packard and its historical significance as much as it is also an important contribution to the management sciences literature. Drawing on the authors in-depth knowledge of HPs strategic and leadership innovations, the book challenges traditional management and leadership principles and practices as it conceptualizes an inspiring, persuasive, and unique general strategic framework for organizational leadership and long-term sustainability... Highly recommended.

• Preface: Robert A. Burgelman PART I - CORPORATE BECOMING: AN INTEGRAL STRATEGIC LEADERSHIP PROCESSRobert A. Burgelman Chapter 1: Corporate Becoming and Strategic Leadership Chapter 2: HP's History of Becoming - 1939-2016: An Integral Process Analysis PART II- HP'S HISTORY OF BECOMING: DIFFERENTIAL SUCCESSIVE CEO CONTRIBUTIONS Robert A. Burgelman, Webb McKinney, and Philip E. Meza Chapter 3: Bill Hewlett and Dave Packard Build a Great Test & Measurement Instruments Company Chapter 4: John Young Doubles Down on Computing Chapter 5: Lew Platt Pivots HP toward Commodity Business Chapter 6: Carly Fiorina Drives HP toward Scale and Scope Chapter 7: Mark Hurd Manages Relentlessly for Results Chapter 8: Léo Apotheker Intends to Revolutionalize HP PART III - CORPORATE BECOMING AND STRATEGIC LEADERSHIP: HARNESSING THE PAST AND DRIVING THE FUTURE Robert A. Burgelman Chapter 9: Meg Whitman Resolves Strategic Integration Challenges -From Better Together to Splitting HP in Two Chapter 10: Corporate Becoming: Why Strategic Leadership Matters List of Interviewees

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 (1996-2015). He is the author of Strategy is Destiny: How Strategy-Making Shapes a Company's Future (2002), and co-author of Inside Corporate Innovation: Strategy, Structure and Managerial Skills (1986), Strategic Dynamics: Concepts and Cases (2006), and Strategic Management of Technology and Innovation (5th edition, 2009). 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.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 currently 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 non-profit organizations.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 (2007) and co-author of Strategic Dynamics: Concepts and Cases (2006). Meza also serves on the board of Toolworks, a social enterprise that helps people with disabilities. You can learn more about him at philipmeza.com.

The book is an intriguing documentary on Hewlett Packard and its historical significance as much as it is also an important contribution to the management sciences literature. Drawing on the authors in-depth knowledge of HPs strategic and leadership innovations, the book challenges traditional management and leadership principles and practices as it conceptualizes an inspiring, persuasive, and unique general strategic framework for organizational leadership and long-term sustainability... Highly recommended.

• Preface: Robert A. Burgelman PART I - CORPORATE BECOMING: AN INTEGRAL STRATEGIC LEADERSHIP PROCESSRobert A. Burgelman Chapter 1: Corporate Becoming and Strategic Leadership Chapter 2: HP's History of Becoming - 1939-2016: An Integral Process Analysis PART II- HP'S HISTORY OF BECOMING: DIFFERENTIAL SUCCESSIVE CEO CONTRIBUTIONS Robert A. Burgelman, Webb McKinney, and Philip E. Meza Chapter 3: Bill Hewlett and Dave Packard Build a Great Test & Measurement Instruments Company Chapter 4: John Young Doubles Down on Computing Chapter 5: Lew Platt Pivots HP toward Commodity Business Chapter 6: Carly Fiorina Drives HP toward Scale and Scope Chapter 7: Mark Hurd Manages Relentlessly for Results Chapter 8: Léo Apotheker Intends to Revolutionalize HP PART III - CORPORATE BECOMING AND STRATEGIC LEADERSHIP: HARNESSING THE PAST AND DRIVING THE FUTURE Robert A. Burgelman Chapter 9: Meg Whitman Resolves Strategic Integration Challenges -From Better Together to Splitting HP in Two Chapter 10: Corporate Becoming: Why Strategic Leadership Matters List of Interviewees