Philip has written or contributed to these books about strategy and technology.
Coming Attractions: Hollywood, High Tech and the Future of
"Coming Attractions is essential reading—it reveals the underlying naiveté of those who should have known better,
outlines the brilliant manipulation of the hi-tech companies and champions the individuals and organisations who
recognised exactly the shape of things to come."
—Learning, Media and Technology Review (A UK journal...hence the “s” for “z” in some words...)
"California libraries both business and public will find Coming Attractions? an outstanding, specific survey key to
understanding long-standing issues, conflicts, and relationships between entertainment, high tech and media industries
—Midwest Book Review
Strategic Dynamics: Concepts and Cases
Strategic Dynamics: Concepts and Cases offers unique and valuable insight into strategy making for companies in
information technology-driven industries.
Strategic Management of Technology and Innovation Teaching Notes (4th edition), Robert A. Burgelman,
Clayton M. Christensen, Steven C. Wheelwright with Philip E. Meza
Creating and Capturing Value,
Garth Saloner and A. Michael Spence
Strategic Management of Technology and Innovation,
Robert A. Burgelman, Clayton M. Christensen, Steven C. Wheelwright
CONTACT PHILIP AT: firstname.lastname@example.org
"[Meza] provides a solid set of vignettes of major milestones in communications and storage technologies, as well as failures and successes in using the
technologies. Stories of adaptability, shortsightedness, and hubris of decison makers provide lessons for any manager coping with new
technologies and media and its current state will find this book useful."
"This book forcefully instructs media and tech companies to accept the shotgun wedding imposed by digitization, and profit from the long honeymoon of
convergence. Using both historical and strategic analysis deftly, Philip Meza shows how Hollywood and Silicon Valley can reason together.His examples are Oscar-
worthy and his rules as logical as a microprocessor's architecture: companies and their shareholders ignore these lessons at their peril."
—Reed E. Hundt, former chairman of the Federal Communications Commission and member of Intel Corporation Board of Directors
"At a time where management studies are mainly fascinated by impressive short term venture success stories, this
important book reminds us that the core identity of the firm is to become for the long term, an inspiring concept to
enlighten the messy path and open-ended process of organizational transformation. Becoming Hewlett Packard is both
a master piece of business history based on seventeen years of impressively well-executed research, and an inspiring
strategy book to understand the role of CEO leadership in this corporate becoming phenomenon. A great book for
those, student or professional, that will have to understand how to combine technology-driven entrepreneurship and
business development strategy."
-- Christophe Midler, Research Director at CRG (Management Research Center) and Innovation Management Professor at Ecole
"...Becoming Hewlett Packard is an important contribution to how the field and practicing managers understand
organizational evolution...This comprehensive book adds great insight to the literature on organizational evolution. [The
authors'] insights on the role of senior leaders, the board, and the shifting nature of organizational identity are
particularly important. This book will have an impact on both scholars as well as senior leaders."
-- Michael L. Tushman, Paul R. Lawrence MBA Class of 1942 Professor of Business Administration Chair, Program for Leadership
Development, Harvard Business School
"This book provides a very rare longitudinal corporate history of a pioneering firm that has had a huge impact on the
technology landscape. It is however much more than a rich analytical history of a long lasting enterprise. [The authors]
carefully distill key insights and build a robust conceptual framework that transcends HP and should be of interest to
anyone interested in building a resilient enterprise."
-- Ranjay Gulati, Jaime and Josefina Chua Tiampo Professor of Business Administration, Harvard Business School