is Professor of Management Science and Engineering in the Stanford Engineering School, where he is co-director of the Center for Work, Technology, and Organization, cofounder of the Stanford Technology Ventures Program, and a cofounder and active member of the new “d.school.” His next book, with Huggy Rao, is Scaling Up Excellence: Getting To More Without Settling For Less.
Paul Anderson has a long and impressive resume, which includes serving as CEO of companies including Pan Energy, Duke Energy, and BHP Limited – which became BHP Billiton under his leadership (now the largest company in Australia, among the world's largest mining companies, and also a major oil and gas producer). I spoke with Paul a couple months back about his successful turnaround effort at BHP Limited. Paul was funny, wickedly smart, and consistently modest as he described the mess that BHP was in when he took charge in 1998. The company had been without a CEO for nine months, the earnings and stock price were in the tank, good people were running for the exits, and multiple projects in recent years had failed.