Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results

APPENDIX

The Research Behind the Book

The principles laid out in this book are based on my fifteen years of research on collaboration. In a snapshot, my findings are based, in addition to company-specific case studies, on the following studies.

The Hewlett-Packard Study

In the mid-1990s, as part of my PhD dissertation work at Stanford Business School, I studied Hewlett-Packard’s electronic measurement sector (later spun off as Agilent in 1999). This sector consisted of forty-one decentralized business (product) units that specialized in various measurement products. They were also spread out across the world. After negotiating access to HP, I interviewed fifty managers, engineers, and marketers in more than ten business units in order to gain ...