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 [...].

• Preface: Robert A. Burgelman


• PART I - CORPORATE BECOMING: AN INTEGRAL STRATEGIC LEADERSHIP PROCESS


• Robert 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 and 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