Mr. Charles (Chuck) H. House

A Silicon Valley legend and participant in creating twelve product lines at Hewlett-Packard over a thirty-year career, He was an engineer at Hewlett-Packard in the 1960s. He was eager to build a large-screen display monitor, when company founder David Packard told him it was a stupid idea. He built it anyway. The device became a big hit with customers. Packard, swallowing his pride, eventually awarded him the Medal of Defiance, "in recognition of extraordinary contempt and defiance beyond the normal call of engineering duty." In 2006, he became Executive Director for Media X, and Senior Research Scholar in the Human Sciences and Technologies Advanced Research Institute at Stanford University, where he led Media X, H-STAR's Industry Partners Program. Media X connects industry with Stanford faculty for business strategies and innovative techniques with digital media. He is deeply involved with questions of technology's effect on society, particularly distance learning and collaboration using multi-mediated Web networking. During his time at the helm of Media X, he instituted the Media X Distinguished Visiting Scholar program, established a seminar program with outreach to the broader Stanford community, and added several new corporate partners to the Media X membership. He was recognized as a Fellow of the ACM. Previously, he led the Research Collaboratory and served as Director of Societal Impact of Technology for Intel Corporation. He also held executive management positions at Dialogic, Spectron Microsystems, Veritas, and Informix. He became Chancellor of Cogswell College in Sunnyvale, CA on August 1, 2011. He is a holder of HP's Medal of Defiance as well as the named Chuck House Productivity Award, he has been cited by Smithsonian and the Computer History Museum as one of the top 200 Computer Wizards of America. House was ACM President from 1996-1998, chairing ACM '01 in San Jose with Bob Metcalfe in 2001. He is the co-author, with Raymond L. Price, of, ?The HP Phenomenon? which examines closely the consistent innovation patterns of the world's largest high-tech firm, and comes to some surprising conclusions for how it has been able to transition itself time and again into new arenas, and outperforming its chief competitors time after time. The lessons from this study, applied in succinct form against Silicon Valley conventional wisdom, are suggestive for 21st century corporations and innovation in the evolving outsourced, downsized, offshored world that has been enabled by the rapid adoption and increasing capability of the WWW. As Board Member of the Computer History Museum, he helped launch the REVOLUTION exhibit.