Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise. Based on extensive primary research conducted over more than 15 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 novel 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.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise.Based on extensive primary research conducted over more than 15 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 novel 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.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise.Based on extensive primary research conducted over more than 15 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 novel 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.

From the 1940s to the 1980s, some of the best resi-dences in Northern California were decorated by a coterie of designers whose names were once recognized only by the cognoscenti of interior design. From Frances Elkins and Tony Hail, with their aristocratic aesthetics, to Michael Taylor and John Dickinson, with their bold fantasies, these designers created revolutionary settings that were idiomatic of their time and place fresh, luxurious spaces complementing the various terrains and lifestyles of the northern part of the state. Fred Lyon (b. 1924) is perhaps the only photographer who knew and documented the work of this talented group. Akin to what Julius Shulman was doing in Southern California, Lyon worked closely with the designers and magazine editors to help shape the look for posterity. In the years following the work of these giants, most of the spaces they created are gone or vastly changed, replaced by different tastes and new styles. Now re-appreciated for their artistry, we can relive this exciting era through Lyon s superb photography.

Hollywood and Silicon Valley have long been uncomfortable bedfellows. Out of fear of pirating and lost profits, entertainment companies have historically resisted technological changes. Conversely, high-tech companies, more concerned with technological progress, have largely ignored the needs of the entertainment industry. Nevertheless, those products that we now take for granted, such as DVDs, MP3 players, and the Internet, are all due to the synergy of technology and entertainment. The switch to digital and web formats for entertainment represents huge potential market opportunities for both Hollywood and Silicon Valley. It has opened up new possibilities for entertainment and expanded the way content is created, distributed and consumed. Consider the phenomenon of YouTube and its wildly popular user-created content, or the ability to download movies and TV shows from sites such as iTunes and watch them on your iPod or computer, anytime and anywhere. The dual forces of consumer demand and rapidly changing content distribution are combining in new ways to create changes that will strike at the very foundations of the entertainment and technology industries. Depending upon how entertainment and technology companies respond, these changes can help them prosper or put them out of business. Media companies will have to become more like technology companies; and technology companies will need to change too. Because content creation, distribution and consumption are ever more tightly linked, Hollywood will need to understand what's happening in Silicon Valley and vice versa; changes in one industry will reverberate through the other. Some companies such as AOL and Time Warner have tried and failed (at least so far) to harness these forces, while a few companies such as Disney, Intel, and Google have recently taken the initial steps. But many more companies wait, afraid to change but knowing they cannot conduct business as usual.With an insider's knowledge, researcher and consultant, Philip Meza insightfully clarifies what managers and investors in media and technology companies will need to do in order to successfully navigate today's tricky environment. Coming Attractions? Hollywood, High Tech, and the Future of Entertainment discusses the history of the key forces driving the relationship between entertainment and technology today and into the future.

In The San Francisco Nexus in World War II: Freedoms Found, Liberties Lost, and the Atomic Bomb, Meza tells the story of important events in the San Francisco Bay Area that have consequences still felt to date. He traces the invention of the atomic bomb, from a speculative design for a nuclear weapon sketched on a chalkboard at Berkeley by theoretical physicist Robert Oppenheimer and helped made real by “Big Science” that was pioneered by his friend and colleague, experimental physicist Ernest Lawrence. During this time, Black Americans migrated to San Francisco to escape the Jim Crow South, finding new freedoms, good jobs, and a leader in a singer-turned-welder named Joseph James. Meza shows how James fought for and won an end to segregation in his union, taking a large step toward the civil rights movement. At the same time, Japanese Americans were forced from their homes by a tragically misguided presidential executive order, upheld by the US Supreme Court, illustrating the fragility of liberty in America. These events continue to shape the world today.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise. Based on extensive primary research conducted over more than 15 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 novel 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.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise.Based on extensive primary research conducted over more than 15 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 novel 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.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise.Based on extensive primary research conducted over more than 15 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 novel 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.

From the 1940s to the 1980s, some of the best resi-dences in Northern California were decorated by a coterie of designers whose names were once recognized only by the cognoscenti of interior design. From Frances Elkins and Tony Hail, with their aristocratic aesthetics, to Michael Taylor and John Dickinson, with their bold fantasies, these designers created revolutionary settings that were idiomatic of their time and place fresh, luxurious spaces complementing the various terrains and lifestyles of the northern part of the state. Fred Lyon (b. 1924) is perhaps the only photographer who knew and documented the work of this talented group. Akin to what Julius Shulman was doing in Southern California, Lyon worked closely with the designers and magazine editors to help shape the look for posterity. In the years following the work of these giants, most of the spaces they created are gone or vastly changed, replaced by different tastes and new styles. Now re-appreciated for their artistry, we can relive this exciting era through Lyon s superb photography.

Hollywood and Silicon Valley have long been uncomfortable bedfellows. Out of fear of pirating and lost profits, entertainment companies have historically resisted technological changes. Conversely, high-tech companies, more concerned with technological progress, have largely ignored the needs of the entertainment industry. Nevertheless, those products that we now take for granted, such as DVDs, MP3 players, and the Internet, are all due to the synergy of technology and entertainment. The switch to digital and web formats for entertainment represents huge potential market opportunities for both Hollywood and Silicon Valley. It has opened up new possibilities for entertainment and expanded the way content is created, distributed and consumed. Consider the phenomenon of YouTube and its wildly popular user-created content, or the ability to download movies and TV shows from sites such as iTunes and watch them on your iPod or computer, anytime and anywhere. The dual forces of consumer demand and rapidly changing content distribution are combining in new ways to create changes that will strike at the very foundations of the entertainment and technology industries. Depending upon how entertainment and technology companies respond, these changes can help them prosper or put them out of business. Media companies will have to become more like technology companies; and technology companies will need to change too. Because content creation, distribution and consumption are ever more tightly linked, Hollywood will need to understand what's happening in Silicon Valley and vice versa; changes in one industry will reverberate through the other. Some companies such as AOL and Time Warner have tried and failed (at least so far) to harness these forces, while a few companies such as Disney, Intel, and Google have recently taken the initial steps. But many more companies wait, afraid to change but knowing they cannot conduct business as usual.With an insider's knowledge, researcher and consultant, Philip Meza insightfully clarifies what managers and investors in media and technology companies will need to do in order to successfully navigate today's tricky environment. Coming Attractions? Hollywood, High Tech, and the Future of Entertainment discusses the history of the key forces driving the relationship between entertainment and technology today and into the future.

In The San Francisco Nexus in World War II: Freedoms Found, Liberties Lost, and the Atomic Bomb, Meza tells the story of important events in the San Francisco Bay Area that have consequences still felt to date. He traces the invention of the atomic bomb, from a speculative design for a nuclear weapon sketched on a chalkboard at Berkeley by theoretical physicist Robert Oppenheimer and helped made real by “Big Science” that was pioneered by his friend and colleague, experimental physicist Ernest Lawrence. During this time, Black Americans migrated to San Francisco to escape the Jim Crow South, finding new freedoms, good jobs, and a leader in a singer-turned-welder named Joseph James. Meza shows how James fought for and won an end to segregation in his union, taking a large step toward the civil rights movement. At the same time, Japanese Americans were forced from their homes by a tragically misguided presidential executive order, upheld by the US Supreme Court, illustrating the fragility of liberty in America. These events continue to shape the world today.