This is a terrific post, but it is also one of a couple of examples where Marc and/or Ben later acted in seeming contradiction to what they espoused in one of t

This is a terrific post, but it is also one of a couple of examples where Marc and/or Ben later acted in seeming contradiction to what they espoused in one of their blog posts (relying on Ben here describing this post as representing both his and Marc's views). It wasn't long after this post that HP's CEO search committee, of which Marc was one of I believe four members, picked lateral CEO Leo Apotheker. That made me wonder what the circumstances in this case were that led Marc to a different conclusion in that case, or whether he was overruled by the rest of the committee, or if his judgment was that HP is such a mature and diverse company and far enough along by now along that all of its potential internal candidates by now are more professional bureaucratic managers than founder-type market-discovering innovators and so they might as well look outside the company, or if he found Apotheker to be among that exceptional breed with the special sauce to be a super-awesome lateral CEO like the two exceptions mentioned in the post, Eric Schmidt and John Morgridge, who will surpass the professional CEO's curse of maximizing the current product cycles but failing to anticipate the next ones.