PICMET '17 Keynotes

"Becoming Hewlett Packard: Why Strategic Leadership Matters"

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


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 keynote address 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.

Dr. Robert A. BurgelmanProfessor 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 for his contributions to the study of corporate innovation and entrepreneurship. 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 been elected a Fellow of the Strategic Management Society and a Fellow of the Academy of Management. He has published many articles in leading academic and professional journals, as well as some 150 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, forthcoming). Professor Burgelman has served as an Associate Editor of the Strategic Entrepreneurship Journal, 2007-2014. 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.




"Restructuring the Nation's "Safety Net" into a Better Government Program by Applying Best Practices and Lessons Learned from Homeland Security"

Dr. Eliezer Geisler, Distinguished Professor, Stuart School of Business, Illinois Institute of Technology, USA


A framework of recommendations and best practices for government agencies in charge of the nation's "safety net" learned from the creation and the functioning of the Department of Homeland Security (DHS). In these times of deep budgetary constraints and the rapidly increasing demand on the federal "safety net", there is a growing awareness of the need to improve the efficiency of the "safety net" by more cooperation among the various agencies and federal departments through the exchange of information, and even by structural integration of these agencies--in a mode similar to that of the DHS. This research draws from interviews with managers who participated or are currently managing the agencies and departments which form the DHS. The interviews are designed to elicit cases of successes, challenges, barriers and facilitators, and lessons learned from the DHS experience, all of which may be applicable to the agencies in the "safety net".

Dr. Eliezer GeislerTBA








"Industry 4.0 – Chances and Challenges of the Digital Transformation"

Dietmar Theis , Honorary Professor at the Technical University of Munich, Faculty of Electrical Engineering, Institute for Physics of Electrotechnology, Germany


A profound digital transformation is now underway in the world´s leading industrial and manufacturing companies. They are digitizing essential functions within their vertical operation processes and along their horizontal value chains. The new product portfolios are enhanced with digital functionalities and innovative data-based services are generated. At the end of these transformative processes we will see the emergence of truly digital enterprises, working together with customers and suppliers in industrial digital ecosystems.

The term Industry 4.0 was coined in Germany to emphasize the computerization of manufacturing, the core of this vision being built on the (Industrial) Internet of Things, IoT, the ubiquitous interlinking and networking of persons, things and machines. While Industry 1.0 refers to water/steam power, Industry 2.0 to electric power, Industry 3.0 to computer power, Industry 4.0 stands for the most recent revolution – the Internet of Things power.

The talk will highlight developments in Industry 4.0 from a German/European perspective, include a glance on global future trends and will put some emphasis on people, social aspects and ethics in the context of digital transformation.

Dr. Dietmar TheisDr. Dietmar Theis is an Honorary Professor at the Technical University of Munich, Faculty of Electrical Engineering, Institute for Physics of Electrotechnology, where he has been teaching since 1994. He obtained a Master´s degree (Diplom) in Physics from the Technical University Berlin and a doctoral degree in Solid State Physics from the same University. For his PhD work he was awarded with the Scheel-Prize of the German Physical Society.

In 1977 Dr. Theis joined Siemens´ Research Laboratories (Corporate Technology) where he worked on optoelectronics, light emitting diodes, flat panel displays and power semiconductors, publishing more than forty technical papers. Since 1995 he was responsible for internal R&D marketing communication, R&D policy and government relations and university liaisons. He edited the Siemens´ R&D Journal “Pictures of the Future” and was involved in the company´s technical foresight activities. Dr. Theis was elected as a member of the Engineering Academy of the Czech Republic in 2006 and served as an R&D advisor to the CEO and the Head of the Supervisory Board of Siemens.

In 2008 Dr. Theis has retired from Siemens and now continues his professional life as a consultant to a number of European Scientific and Engineering Associations, as lecturer and as a mentor in the internationalization program of the European Industrial Research Association, EIRMA. He keeps contributing to European Foresight Projects and acts as an R&D advisor to companies.




"Landmarks in our Understanding of the Management of Engineering and Technology"

James M. Utterback, David J. McGrath Jr. Professor of Management and Innovation and Professor of Engineering Systems, MIT, Cambridge, Massachusetts, USA


As our appreciation of the contributions of science, technology and engineering to our societies and economies grows, so does the value of our efforts here toward building the field of innovation science into a disciplined, cumulative and enduring effort.

Over at least the past fifty years, hundreds of scholars have contributed important research, articles, and books that address the “discipline of innovation science.” Contributors have been diverse; they come from fields such as economics, history, management, sociology, political science, science and engineering, geography, population ecology, and law. Few universities though define the area in the form of a department or discipline.

This talk will review a few of, in my judgment, the landmark attempts of past decades by governments, the military, leaders of industry and engineering societies, and of academics with different perspectives to understand the ecology, processes and impacts of technological change and the ways in which it might be shaped and managed.

James M. UtterbackJim Utterback is David J. McGrath jr (1959) Professor of Management and Innovation at the MIT Sloan School of Management and Professor of Engineering Systems in the School of Engineering at the Massachusetts Institute of Technology. Since receiving the Ph.D. in 1968 from the MIT Sloan School of Management, Prof. Utterback has held faculty positions at Indiana University, the Harvard Business School, and Chalmers Technical University as well as MIT. From 1983 through 1989, he served as Director of Industrial Liaison at MIT. His research has focused on the process of technological innovation in firms in the United States and in other countries. He is author of Mastering the Dynamics of Innovation, published by Harvard Business School Press in 1994 and of DesignInspired Innovation, published by World Scientific Press in 2006. Recent publications include contributions to Management Science, Research Policy, Strategic Management Journal, Technological Forecasting and Social Change, The Sloan Management Review, the Journal of Engineering and Technology Management and Nature Nanotechnology.

Jim's teaching focus is on understanding the dynamics of product and process development, emerging and disruptive technologies, and the varied roles of firms as predators and prey when new technologies emerge. His current research focuses on the sustained growth of newly formed design and technology-based firms in the United States, Sweden, Italy and the United Kingdom and on emerging firms at the confluence of bio and nano-technology world-wide.

Jim is one of the founders of the Management of Technology Program (now called the Sloan Fellows in Innovation and Global Leadership), which was the first area of study at MIT that awarded degrees jointly from the Schools of Management and Engineering. He is also one of the founders of the Leaders for Manufacturing Program (now Leaders for Global Operations) and the Systems Design and Management Program, which award dual degrees in engineering and in management. Jim is a foreign member of the Royal Swedish Academy of Engineering Sciences and a Life Fellow of Clare Hall at the University of Cambridge. He received the D.Sc. (Hon) from Chalmers University in Gothenburg, Sweden in 1997, and an honorary doctorate from KU Leuven in Belgium in 2012. Jim was elected a Fellow in the American Association for the Advancement of Science in 2013.






















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