Charles A Holloway

Kleiner Perkins Caufield & Byers Professor of Management, Emeritus
Director of the Center for Entrepreneurial Studies

Phone: (650) 723-2142

Email: holloway_chuck@gsb.stanford.edu

Academic Areas: Operations, Information and Technology

Professor Holloway’s research interests span two areas. The first focuses on the creation of competitive advantage in supply networks. These networks are characterized by the extensive outsourcing, domestically and internationally, that increasingly forms the economic model for global firms. They include networks in both factor markets and product markets where positioning of firms and products is key to competitive offerings. The work involves analyzing strategic as well as managerial options.

The second interest involves the problems of small, rapidly growing, entrepreneurial companies that face a different set of challenges than established firms.

Bio

Charles Holloway is the holder of the Kleiner, Perkins, Caufield & Byers Professorship in Management Emeritus. Professor Holloway has become a leader in the study and teaching of entrepreneurship, supply networks, and technology management. He has recently developed two new courses in this area, Evaluating Entrepreneurial Opportunities and Strategy and Management in Supply Networks. He also teaches courses on the formation of new ventures. He is one of the directors of the Stanford Center for Entrepreneurial Studies at the Graduate School of Business aimed at curriculum development and research on smaller, rapidly growing companies. He was the founding co-chair of the Stanford Integrated Manufacturing Association, a cooperative effort between the Graduate School of Business and the School of Engineering, which focuses on research and curriculum development in technology and manufacturing, and helped develop a joint program to prepare doctoral students in this area.

Professor Holloway has a BS in electrical engineering at the University of California, Berkeley, and an MS in nuclear engineering and PhD in business administration at the University of California, Los Angeles. He joined the faculty of the Stanford Graduate School of Business in 1968, where he has served in a variety of positions at the GSB, including Associate Dean for Academic Affairs, from 1980-87 and 1990-91, as well as in the University, most recently as chair of the University Commission on Graduate Education. Prior to coming to Stanford, Professor Holloway served as assistant to the Technical Director at Naval Reactors, a joint organization of the Atomic Energy Commission and the Bureau of Ships, where he worked closely with Admiral H.G. Rickover on the development of nuclear powered-ships. He also worked as a senior engineer for Bechtel Corporation's Scientific Development Department.

Professor Holloway has served as a board member for more than 10 start-up companies in a range of industries. He is currently on the board of SRI International as well as several smaller companies. He is the author of Decision-Making Under Uncertainty: Models and Choices, co-editor of The Perpetual Enterprise Machine--Seven Keys to Corporate Renewal Through Successful Product and Process Development, and many articles in the field of management.

Academic Degrees

PhD, Univ. of California, Los Angeles, 1969, MS 1964; BS, Univ. of California, Berkeley, 1959.

Professional Experience

At Stanford since 1968. Codirector, Center for Entrepreneurial Studies, Graduate School of Business, 1996-2013; Co-chairman, Stanford Integrated Manufacturing Assn., 1990–95; Assoc. Dean for Academic Affairs, Stanford Graduate School of Business, 1990–91; Visiting Prof., M.I.T. and Harvard Univ., 1988–89; Assoc. Dean for Academic Affairs, Stanford Graduate School of Business, 1980–87; Teaching Fellow, Univ. of California, Los Angeles, 1965–66; Senior Engineer, Bechtel Corp., 1964–65; Asst. to the Technical Director, U.S. Navy/Atomic Energy Commission, 1959–63.

Selected Publications

  • The Sales Learning Curve: Harvard Business Review, July-Aug., 2006
  • Decision Making Under Uncertainty: Models and Choices: Prentice Hall, 1979
  • The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal Through Successful Product and Process Development: Oxford Press, 1994

Working Papers

  • 100: A Generalized Approach To Dantzig-Wolfe Decomposition For Concave Programs
  • 11: A New Approach To Job Shop Scheduling With Due Dates
  • 118: An Extension of the Frank and Wolfe Method of Feasible Directions
  • 123: A Procedure for Job Shop Scheduling with Due Dates, Variable Processing Times, and a Dynamic Arrival Process
  • 127: Job Shop Scheduling with Due Dates and Overtime Capability
  • 148: An Interactive Procedure for the School Boundary Problem With Declining Enrollment
  • 189: Job Shop Scheduling with Due Dates and Operation Overlap Feasibility
  • 254: Heuristic Scheduling and Priority Implementation Procedures for a Dynamic Job Shop Model
  • 256: Estimation Using General Convex or Concave Functions
  • 294: On the Decomposition of the Municipal Cash Management Problem Using an Interactive Approach
  • 299: Implementation of an Interactive Graphics Model for Design of School Boundaries
  • 405: Intermittent Production Scheduling: Practical Formulations, Relaxation, and Decomposition Procedures
  • 469: Comparison of a Multi-Pass Heuristic Decomposition Procedure with Other Resource-Constrained Project Scheduling Procedures
  • 90: Job Shop Scheduling With Due Dates And Variable Processing Times
  • 91: A Mathematical Programming Approach to Identification and Optimization of a Class of Unknown Systems
  • 99: An Alternative Simplex Criterion Under Degeneracy

Selected Cases

  • E64: Hotmail Corporation
  • E69: Veritas Software
  • OIT34: eSourcing Strategy at Sun Microsystems
  • OIT35: Flextronics: Supply Chain Relationships in the EMS Industry
  • E107: SunWest Medical Services
  • OIT37: Zaplet
  • OIT36: Escalate: Order-Centric Applications
  • E151: Good Technology
  • SB172: DX Development
  • E55D: Network Appliance (D)
  • E55C: Network Appliance (C): The Growth of Network Appliance
  • E91: Align Technology, Inc.
  • E72: Polycom Hardware Technology
  • E258: Packet Design
  • E335: Freedom Financial Network
  • E311: TerraPass
  • E402: Note on Creating a Viable Venture
  • OIT19: The Contract Manaufacturing Decision at AlphaTech, Incorporated
  • OIT16A: Supplier Management at Sun Microsystems (A): Managing the Supplier Relationship
  • OIT16B: Supplier Management at Sun Microsystems (B): Managing Risk in the Supplier Relationship
  • OIT26: Cisco Systems, Inc.: Acquisition Integration for Manufacturing
  • GS21: Intuit Inc.: From Products to Services in the Information Age
  • OIT7: Computer System Design and Development at MasPar
  • E68: World Wrapps
  • E53: Valuation Techniques
  • OIT6: Worldwide Purchasing at General Motors
  • OIT30: Industry Note on Supplier Relationship Management (SRM) Software
  • E122: Gordon Biersch: New Challenges and Opportunities
  • E57: Synoptics
  • SM79: Handspring - "Partnerships"
  • E155: Netflix - Going Public
  • OIT39: Great Plains Software
  • OIT45: Flextronics: A Focus On Design Leads To India
  • E174: MailFrontier
  • E192: TerraMai: Reclaimed Woods From Around The World
  • GS49: Evolution of the Xbox Supply Chain
  • E221: ExlService: Business Process Outsourcing in India
  • OIT4A: Hewlett-Packard Integrated Circuits Business Division CAD Technology Acquisition (A)
  • OIT4B: Hewlett-Packard Integrated Circuits Business Division: CAD Technology Acquisition (B)
  • E243: KongZhong: Growth in a Dynamic Environment
  • GS57A: Crocs (A): Revolutionizing an Industry's Supply Chain Model For Competitive Advantage
  • E54: Kana Communications
  • E192V: TerraMai: Reclaimed Woods From Around The World
  • E373: StudyBlue

Affiliations

  • Board of Directors: SRI International (2001 - present)

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