Chasms sketched

I mentioned the several chasms in an earlier post.  Here, built on the rubric of Geoffrey Moore's work at the tail end of "Dealing with Darwin," are two drawings that 'say a lot' in my view

This first one is adapted from Moore's book (which, by the way, is one of his better ones, built on a case study of Cisco from about 1995-2003)

We've mentioned before, both in this blog and in my INTRAPRENEURING INNOVATION blog, that this difference between Intrapreneurs and Entrepreneurs has been mostly ignored or misunderstood

And now, to the "CHASMS" in addition to the classic MARKETING CHASM that Moore so aptly described in "Crossing the Chasm"

I used these slides in a talk at the Stanford Graduate School of Business last week, part of one of their "get smart" workshops commissioned with key companies.  The talk built on the historic success of HP and some of their transformations -- including the difficulty of some of those transitions.  For that, they distributed copies of THE HP PHENOMENON, which is now close to being out of print since the first run is sold out, and the hue and cry hasn't been fully electric.  Yes, it was Stanford's third best selling Biz Book ever when it hit the streets, but that is not a high bar.  It would have been 719th or so at Harvard Biz Press.    You can still get 'em at Amazon or thru Stanford Press if you hurry.

The more interesting -- i.e. more timely -- slides had to do with Apple's performance from 1997-2010, for which Professor Haim Mendelson has two great essays, and I have a 1 hour workshop that shows clearly that Jobs would NEVER have made it to the iPhone 5 if he'd had a normal Board of Directors.  They'd have fired him certainly by the tenth year, if not a lot sooner.  It is a dramatic example of these principles, exactly as no Business School in America would teach.

I wrapped up with this slide, which is key for the last sentence, that applies to Steve and Apple even more than to HP history