HPQ
How to Recognize Failure Patterns: How HP Quit and Apple Won
A partner named exactly how HP would lose, four years early. HP quit. Apple didn't. Here are the four failure patterns behind both calls.
HP Needs to Stop Before It Can Grow
A response to Mark Vena's "HP Needs More Than a New CEO," and my second letter to HP's board.
The Customers Who Walked Away
Forty-two killer questions that survived years of testing, and the three places to aim them.
What I Saw McKinsey Get Wrong at HP And Couldn’t Stop
Mindjacking doesn’t always come from outside. Sometimes you watch it happen in real time and still can’t stop it.
R&D Spending Is the Most Misleading Number in Business
The government collects the real R&D split from every public company. It's locked away by federal law. Here's how to estimate it anyway.
The R&D Metric Mark Hurd and HP Got Wrong
How one flawed benchmark drove years of R&D decisions and quietly drained HP's innovation pipeline.
Elliott Is Inside HPE. We All Know What Happens Next.
The hidden ways activist investors destroy innovation, and what CEOs, Boards, and shareholders can do about it.
Shell Had Six Years to Prepare. I Had Four Months.
Outstanding leaders under pressure aren't making great decisions. They're executing decisions they already made. The difference is preparation. And most leaders skip it.
An Open Letter to HP's Board, and Every Board Governing an Innovation-Dependent Organization
What innovation-dependent organizations need from their boards, and four places to start.
Brand Innovation at HP
Back in 2008, the HP corporate marketing teams were tasked to drive a brand innovation project. To my surprise, since it was never made public, the Brand New blog wrote a fairly lengthy blog post on the project and pointed readers to Moving Brands who was part of the team. Moving Brands has posted
