SM: I have been on a lot of campuses lately and talked with a lot of young people. There is a trend I am seeing which did not exist when I was in school. People are not doing things based on their passions as much, and they are now doing them for money. People have
SM: How do you tie in your basic research with business unit involvement? Applied research does not typically result in a market-ready product. PB: Researchers build prototypes, not products. Within HP Labs we have set up a process by which a small number of projects every year receive additional funding, incubation funding, to take it
SM: How does your approach differ from what other companies have done in the past? PB: Companies have traditionally funded academic work in the past. In those scenarios the professors would set their own research agendas. Professors would pitch to HP or IBM what they wanted to do. Our variation is that we do not
SM: It is my perspective that the big missed opportunity so far in IT is personalization. Nobody has cracked personalization. PB: We have a big project in HP Labs on personalization. Today’s personalization is at a Web page level. If you go to Amazon and buy some books, they will recommend other books. If you
SM: What did Shane articulate to you regarding HP’s vision? At one point HP was heavy on innovation. PB: I related that I had seen numerous corporate research labs across the past 30 years. I had sent my graduates to Bell Labs. I had seen how many of the corporate research labs were going through
Prith Banerjee is senior vice president of research at HP and director of HP Labs. Prior to joining HP he served as the dean of the College of Engineering at the University of Illinois. He was the founder, chairman, and chief scientist of BINACHIP Inc. In 2000 he founded AccelChip Inc, which was sold to
SM: How are you able to increase gross margins when prices and demand are going down? JS: In a bad economy, if you are strong and well financed, you have an opportunity to talk to manufacturers who are hurting from decreased demand. We offer to pay them very quickly if they give us better prompt
SM: What were your revenue levels when you starting bringing in your executive team? JS: That was in 2005 and at that point we were doing $15 million. We acquired a company that was doing $18 million, which brought us to $33 million. With that acquisition I got a COO from the other company. That is