Hewlett-Packard (HP) has been a successful company with a deep cultural value to technical innovation which has driven its success. HP had begun Kittyhawk with its vision to create the smallest disk drive in the world that had similar or better features in comparison to the competition. Leading these efforts were general manager, Bruce Spenner and program manager Seymour, leader of the Kittyhawk team, which had very different leadership styles which has been shown through this case. Throughout the inception to development of Kittyhawk many of the different frameworks introduced in this course have been displayed like Porter’s model of business strategy, disruptive technology and network effect among many other frameworks. HP took a unique
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Spenner wanted to attack a new hill, he saw the future of storage in the form of large data and wanted to pursue this avenue. This would create a unique and valuable position for HP in the disk-drive industry if successful. HP would have an opportunity to explore the mobile computing industry that was still up and coming at this time. Spenner’s start at HP began with helping implement RISC architecture for some of HP’s products and from here arose the idea of a smaller form factor disk drive. The market was currently at 3.5-inch disk drives so a smaller disk-drive would be next in line to be developed. Currently Conner, Quantum, and Western Digital were strong competitors in the disk-drive industry, so Spenner felt like it would be in HP’s best interest to go beyond any existing architecture in order to compete. With this information and the approval of Hackborn, Spenner went on to pursue the 1.3-in disk drive which went beyond what current industry leaders were pursing. This would create a unique and valuable position for HP, if successful, since it would be a drastic jump from what was currently available. Spenner also assured that a logical fit was made with the start of the Kittyhawk project with the rest of the company’s activities. Spenner want to make sure that the disk-drive would introduced in 12 months, so took several steps in order to …show more content…
Seymour had more of an administrative leadership style. Although, he never led the development of a new architecture, he was a quick thinker and was one to take action. He had the strong drive to achieve success in his ventures. Seymour was one to go out to the field and see what the market had to offer for the Kittyhawk project. With the help of White, Seymour was able to narrow down the best strategy for Kittyhawk to pursue, which were either a focus on mobile computing or an inexpensive drive. On the hand, Spenner had more a leader type of style. He was unafraid to take risks, with a prime example being when he led the pursuit of implementing RISC architecture which in return lead to HP becoming a leader in UNIX computing. Spenner was also not the “meet the numbers” type, he was willing to pursue the unknown, give inexperienced “can do” people chances to develop the next big thing which was instrumental in the Kittyhawk project with the aggressive schedule goal. Spenner showed the self-regulation component of emotional intelligence through his leadership type. Overall, Seymour and Spenner had different leadership styles that worked well together in order to meet some of Kittyhawk’s
Spenner wanted to attack a new hill, he saw the future of storage in the form of large data and wanted to pursue this avenue. This would create a unique and valuable position for HP in the disk-drive industry if successful. HP would have an opportunity to explore the mobile computing industry that was still up and coming at this time. Spenner’s start at HP began with helping implement RISC architecture for some of HP’s products and from here arose the idea of a smaller form factor disk drive. The market was currently at 3.5-inch disk drives so a smaller disk-drive would be next in line to be developed. Currently Conner, Quantum, and Western Digital were strong competitors in the disk-drive industry, so Spenner felt like it would be in HP’s best interest to go beyond any existing architecture in order to compete. With this information and the approval of Hackborn, Spenner went on to pursue the 1.3-in disk drive which went beyond what current industry leaders were pursing. This would create a unique and valuable position for HP, if successful, since it would be a drastic jump from what was currently available. Spenner also assured that a logical fit was made with the start of the Kittyhawk project with the rest of the company’s activities. Spenner want to make sure that the disk-drive would introduced in 12 months, so took several steps in order to …show more content…
Seymour had more of an administrative leadership style. Although, he never led the development of a new architecture, he was a quick thinker and was one to take action. He had the strong drive to achieve success in his ventures. Seymour was one to go out to the field and see what the market had to offer for the Kittyhawk project. With the help of White, Seymour was able to narrow down the best strategy for Kittyhawk to pursue, which were either a focus on mobile computing or an inexpensive drive. On the hand, Spenner had more a leader type of style. He was unafraid to take risks, with a prime example being when he led the pursuit of implementing RISC architecture which in return lead to HP becoming a leader in UNIX computing. Spenner was also not the “meet the numbers” type, he was willing to pursue the unknown, give inexperienced “can do” people chances to develop the next big thing which was instrumental in the Kittyhawk project with the aggressive schedule goal. Spenner showed the self-regulation component of emotional intelligence through his leadership type. Overall, Seymour and Spenner had different leadership styles that worked well together in order to meet some of Kittyhawk’s