Studio Notes
Weekly essays on the decisions behind innovation—the patterns that repeat, the mistakes that are predictable, and what actually works.
I'm Too Good at Keeping Busy. So Are You.
A confession about deep work, deferred priorities, and the three tripwires I built when I stopped trusting myself.
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.
Ghost Research: The Hidden Risk Inside Every R&D Organization
The scientific record gets corrected. The decisions built on it don't.
PayPal Spends $3 Billion on R&D. Almost None of It Is Research.
Enrique Lores just inherited a research gap a decade in the making. Here's what it will take to fix it.
You Knew Before I Did
I built a brand for twenty years. Then I searched for it.
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.
HP Has Fired, Forced Out, or Lost 6 CEOs in 25 Years. Here We Go Again.
Two CEO successions hit on the same day. Disney chose a 28-year insider. HP's board is starting from scratch — again.
How I Bankrupted Two Companies
It wasn't bad decisions. It was no decisions. I had technology that could beat Intel and HP. My team waited for direction. I gave them meetings.
