Becoming Hewlett Packard: Why Strategic Leadership Matters 🗓 🗺

meeting
4600, Patrick Henry Drive, Santa Clara, Santa Clara, CA, 95054 Map

Speaker: Dr. Robert A. BurgelmanREGISTER TODAY

Meeting Date: Thursday, May 3, 2018
Time: 6:00 pm Networking; 6:30 pm Management Forum/Guided Networking;
7:00 pm sandwich dinner; 7:30 pm Presentation
Earlybird: $12 IEEE members, $15 non-members; At the Door: $20
Location: National Instruments, 4600 Patrick Henry Drive, Santa Clara, CA 95054
Directions: click map at right
Reservations: tems0518.eventbrite.com

SUMMARY
Management Forum / Guided Networking: Bring Your Management Challenge;
Arrive by 6:30 PM to join this exciting Management Forum. Following informal
networking is a guided discussion typically related to the topic of the evening’s
after dinner talk, or of general Technology Management interest.
Light Dinner: This month we’re continuing with our light dinner format
— typically sandwiches, salad, drinks, and cookie or similar light dinner.

Presentation: Becoming Hewlett Packard: Why Strategic Leadership
Matters (slides)

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.

This talk will discuss the differential contribution of HP’s successive CEOs in sustaining the company’s
integral process of “corporate becoming,” an open-ended ongoing process for which there is no grand ex ante plan
possible and which unfolds through a series of transformations in the course of the strategic evolution of long-lived companies. A comprehensive strategic leadership framework is used to 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.

Speaker: Dr. Robert A. Burgelman, Edmund W. Littlefield Professor of Management of the Stanford University

Professor Burgelman is the Edmund W. Littlefield Professor of Management of the Stanford University Graduate School of Business where he has taught since 1981. He obtained a Licenciate degree in Applied Economics from Antwerp University (Belgium), and an MA in Sociology and a Ph.D. in Management of Organizations from Columbia University, where he studied with doctoral fellowships from the Ford Foundation (US) and ICM (Belgium). His research has focused on the role of strategy-making in firm evolution. In particular, he has studied the strategy-making processes involved in how companies enter into new businesses and exit from existing ones to secure continued adaptation.  In 2003 he received an honorary doctorate from the Copenhagen Business School (Denmark) for his contributions to the study of corporate innovation and entrepreneurship. In 2017 he received an honorary doctorate in economics of the University of St. Gallen (Switzerland), as well as the Leadership in Technology Award from the Portland International Center for Engineering and Technology Management (PICMET 2017).  He has been elected a Fellow of the Strategic Management Society and a Fellow of the Academy of Management. Professor Burgelman has been on the faculty of Antwerp University, New York University, Harvard Business School (as a Marvin Bower Fellow), and Cambridge University (as a Visiting Professor of Marketing Strategy and Innovation at the Judge Business School). He has published many articles in leading academic and professional journals, as well as more than 160 case studies of companies and organizations in many different industries. His books include Inside Corporate Innovation: Strategy, Structure, and Managerial Skills (Free Press, 1986), Research of Technological  Innovation, Management and Policy (JIA Press, Elsevier; Volume 4, 1989; Volume 5, 1993; Volume 6, 1997; and Volume 7, 2001), Strategy is Destiny: How Strategy-Making Shapes a Company’s Future (Free Press, 2002), Strategic Dynamics: Concepts and Cases (McGraw-Hill, 2006), Strategic Management of Technology and Innovation (5th edition, McGraw-Hill-Irwin, 2009), and Becoming Hewlett Packard: Why Strategic Leadership Matters (Oxford University Press, 2017). Professor Burgelman has served as an Associate Editor of the Strategic Entrepreneurship Journal, 2007-2013. He has served as the Executive Director of the Stanford Executive Program (SEP) during 1996-2015, and has taught executive programs and led senior and top management seminars for major companies worldwide. He has also served on boards of directors and boards of advisors of several private companies.