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I convinced HP's board to buy Palm and watched them kill it

The systematic thinking errors that kill breakthrough technology and the decision framework that prevents these disasters

Palm was struggling financially, but they possessed something genuinely special in WebOS—true multitasking when iOS and Android couldn't handle it, elegant user interface design, and breakthrough technology architecture buried inside a failing business. HP's own technical staff, the people closest to our innovation work, believed that senior leadership couldn't be trusted to make sound technology decisions without someone there to provide oversight and guidance. Based purely on revenue management experience, Apotheker wouldn't have qualified to be a Executive Vice President at HP, yet the board put him in charge of a $125 billion technology company.

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