HP Case Study †Strategy Essay

Hewlett-Packard’s personal computer (PC) division operates in a hyper-competitive, highly-commoditized industry subject to dynamic shifts. The PC industry is driven by technological advancements requiring continuing commitment to research and development to capture the ever-changing PC market. For most of the past five years, Hewlett-Packard led the PC industry in terms of market share. However, Hewlett-Packard’s market share is currently declining and recent industry reports indicate that a Chinese low cost PC manufacturer, Lenovo, is now the market share leader. Over four primary sections, we performed an analysis of Hewlett-Packard’s strategy in the PC industry. First, we performed an external industry examination to obtain information on the current conditions of the market, including industry trends, buyer and supplier marketplace power, and emerging market concerns, such as the threat of PC substitutes. Second, we conducted an internal analysis to determine Hewlett-Packard’s top resources, assets and liabilities, and potential capabilities from its value chain. Third, we documented Hewlett-Packard’s current strategic position within the PC industry. Fourth, we examined and scrutinize Hewlett-Packard’s current industry strategy of returning to its core competencies while consolidating aspects of its PC manufacturing and sales. From the information in these sections, we conclude that if Hewlett-Packard is to sustain (or regain) its place as the market leader in the PC industry, it must leverage its brand recognition, economies of scale advantages, and product integration features to capture market value while producing technologically competitive products. Introduction This analysis is focused on the personal computer (PC) segment of Hewlett-Packard (HP). For clarification, HP’s PCs segment includes desktop, laptop, and notebook / netbook computers. Hardware devices falling outside of the PC category are mobile personal computing devices, such as tablets and cellular phones. HP’s PC sales for fiscal year 2012 were $41. 5 billion, which represents 26. 5% of HP’s $120 billion total revenue from all products and services. HP’s PC sales captured a 16% share of the total PC market (Trefis, 2012). From an analytical standpoint, HP has made many significant moves over the past three to four years, including numerous changes in company leadership and distinct shifts in business strategy. As a result, the ultimate effectiveness and success of HP’s strategies discussed has yet to be seen. Therefore, some of the conclusions we draw regarding HP’s forward strategy will be measured by whether HP’s strategic decisions align with its competitive advantages and obligations to stakeholders. External Analysis The global PC industry is led by a small number of large scale manufacturers who are homogenizing products and looking to capitalize on low cost labor resources. Industry demand is driven by technological developments, disposable consumer spending, and corporate spending cycles (First Research, 2012). Although global demand for PCs has increased, profit margins are decreasing, creating an industry focused on price rivalry and little differentiation (MarketLine, 2012). In addition, PC substitutes are a major threat to the PC industry (Indigo, 2012). The traditional PC industry, with its focus on desktops and laptops, is in the mature or declining stage of its life cycle. Our external analysis examines the significant factors influencing the current PC environment, including potential market threats and opportunities during the next five years, and how HP is performing relative to its industry competitors. Exhibit One illustrates the forces currently affecting the PC industry. Threat of New Entrants Overall, the threat of new entrants is low because any new entrants face numerous competitive obstacles in order to obtain industry relevance. The PC industry has significant fixed entry costs and the challenges to compete with the economies of scale of major companies would be exceedingly difficult for potential entrants to overcome. Brand recognition creates another distinct entry barrier because PC consumers have high brand awareness (MarketLine, 2012). With that mentioned, Microsoft and Intel are powerful industry suppliers so the threat for forward integration is reasonable. In addition, the oversaturation of basic PC component suppliers in Southeast Asia poses an additional concern for potential entrants to the industry. New firms could originate in Southeast Asia by leveraging the low cost labor force and avoiding expensive supply chain expenditures. Buyer Power Differentiation: The industry trend is to move manufacturing abroad in order to capture low cost labor efficiencies. There also has been a trend to homogenize products across the industry (Krabeepetcharat, 2012). In order to drive manufacturing costs down, most basic components used in the PC industry are standardized and lack significant differentiation (MarketLine, 2012). The exception differentiators are memory size, processor speed, and product form features (Bradley, 2012). Overall the industry has moved toward commoditization, which strengthens buyer power. Network Effect / Brand Recognition: Regardless of particular PC brand, consumer brand awareness is high in this focal industry. Apple has carved out a unique and loyal customer following largely because its users have higher switching costs than other PC users due to Apple’s specific computer operating system. If Apple consumers were to change to a non-Apple computer, they would be required to learn a new operating system. Apart from Apple computers, the majority of the other PCs run on Microsoft Windows-based operating systems. Consumers of PCs operating on Windows have lower switching costs overall, allowing more independence in switching brands. Despite this, brand awareness is still high among consumers of Windows-based PCs, thus contributing to an overall moderate buyer power rating. Supplier Power Microsoft and Intel are two powerful suppliers to the PC industry. Intel is the leading manufacturer of the processors inside all PCs. Intel’s brand name carries significant brand recognition to end-level consumers providing Intel with a powerful industry position. Similarly, Microsoft’s widely-used Windows operating system provides Microsoft a powerful industry position as well. As mentioned earlier, the manufacture of most basic component PC parts is being outsourced to Southeast Asia to capitalize on low cost labor. Since Southeast Asia is replete with component suppliers competing with one another, major PC manufacturers face low switching costs when deciding on basic component suppliers. Therefore, supplier power in the PC industry is divided between powerful suppliers, such as Microsoft and Intel, and basic component suppliers with relatively little power. However, any examination of supplier power must acknowledge a growing socio-cultural concern regarding working conditions in low-cost labor regions that may factor into business decisions. Substitutes The PC industry has been significantly impacted by the threat of substitutes in recent years. Emerging mobile technologies, such as smart phones and tablets, now account for 61% of total PC market volume (MarketLine, 2012). While smart phones and tablets are strong substitutes for consumer PC purchasers, up to this point mobile devices have not had the same impact on business-end users, who generally chose the robust functionality of traditional PCs over less powerful smart phones and tablets. It is important for PC manufacturers to leverage these capabilities to diminish the functionality gap between PCs and PC substitutes. Degree of Rivalry Market Value Forecast: Future PC sales are projected to generate slimmer profit margins than the current 3. 8% industry average (Krabeepetcharat, 2012). As major manufacturers leverage manufacturing efficiencies abroad, product costs are lowering, creating a degree of rivalry and a focus on end-level costs. Manufacturers are essentially looking to cut costs and offer cheaper products to gain market share (First Research, 2012). Since products within the industry lack differentiation, price competition becomes the default battleground, resulting in ever-shrinking profit margins (Porter, 2007). This is very apparent in the PC industry market forecast (exhibit two), which projects a 10% decrease between 2011 and 2016 (MarketLine, 2012). Apple’s position in this analysis is noteworthy. Apple is the only pure hardware/software integrator, which has allowed Apple to create an incredibly strong position that is unique to the PC industry. Apple’s five-year rolling profit margin average is approximately 23%, significantly higher than the PC industry (exhibit two) at large (YCharts, 2012). Large Scale Manufacturers: Computer manufacturing is labor intensive. Major industry participants have moved manufacturing abroad to take advantage of low cost labor and geographic proximity to electronic component manufacturers (ECMs) in Southeast Asia. This close proximity to ECMs contributes to low switching costs for PC manufacturers (Krabeepetcharat, 2012). Shifting production of PC manufacturing to low cost labor regions and having access to numerous component suppliers creates economies of scale advantages for these large PC manufacturers. HP’s Performance Relative to PC Manufacturing Competitors Since 2007, Hewlett-Packard held the market share leader position (MarketLine, 2012). However, in the fourth quarter 2012, Lenovo, Chinese PC manufacturing firm (formerly IBM’s PC division), overtook the market share leader position (Gaudin, 2012). HP’s brand still carries superior brand integrity in the PC industry. The integration of multiple HP products, such as laptops seamlessly linking to HP printers, help differentiate an HP consumer’s experience. Additionally, HP’s ancillary products and services are still a strong differentiator (Bradley, 2012), and HP was able to capture a 5. 6% profit margin in 2011 (Hughes, 2011), a margin higher than the industry average of 3. 8% (MarketLine, 2012). Exhibit two captures HP’s competitive advantage over top rivals in regards to profit margins. In the United States, HP remains the largest domestic PC manufacturer (MarketLine, 2012). With the high degree of rivalry in the industry, the maturing/declining PC industry is shifting manufacturing to low cost regions abroad. Since the United States is the second-largest PC consuming country in the world, HP must continue to delicately balance its outsourcing activities (Krabeepetcharat, 2012). Once considered a technological leader in the PC industry, HP now struggles with competition from PC substitutes such as tablets and phones. Looking forward, it is critical that HP retains market share and re-establishes profitable growth in the PC industry by being first-to-market with new technologies or higher performing capabilities (First Research, 2012). Internal Analysis As a whole, the PC industry is currently in the mature or declining stage of its life cycle. During the six-year period spanning 2005 to 2011, HP’s unfavorable strategic decisions caused a refocusing and restructuring of its PC division. Listed below are HP’s top resources from its VRIST and top capabilities from its value chain. Comparing these resources and capabilities against HP’s past and current weaknesses allows an analysis of whether HP is propitiously positioned to regain its former status as the world’s leading PC manufacturer. HP’s PC Resources and Capabilities R&D / Intellectual Property Trusted Brand / Profit Margin Interoperability Market Share HP’s PC Weaknesses Acquisitions Substitutions Market Share Trends PC Revenue Trend Value Chain In the Technology section of HP’s Value Chain, HP is returning to one of its long standing core competencies by increasing investments in its Research & Development department (R&D). According to exhibit three, prior to 2004, HP’s R&D budget was more than $3. 7 billion. But after Mark Hurd became CEO in 2005, the R&D budget was reduced to as little as $2. 8 billion in 2009 (Y-charts, 2012). As shown in the lag metrics for new products over the past two years, this significant decrease in R&D correlates directly to the middling success of HP’s recent product launches. HP’s initial launch into the smart phone and tablet market offers tangible evidence of mediocre product development as both the Palm webOS and touchpad were subsequently discontinued. In 2010, HP started to increase its R&D budget again and the reporting for calendar year 2012 shows the R&D budget is over $3. 4 billion through November. This increased financing and refocus into technology development is a promising indicator, but any resulting intellectual property will take time to build back up. VRIST Analysis HP continues to be a trusted PC brand name (FTSE, 2012). Next to its intellectual property, HP’s brand name is its most valuable extraordinary resource. HP manages to earn higher profit margins than the rest of the leading hardware PC manufacturers based in part on this brand awareness (MarketLine, 2012). HP’s trusted brand image is a competitive advantage that it must sustain. Through brand recognition and interoperability with other products across its platform, HP is able to charge consumers a slightly higher premium over other leading PC manufacturers. Interoperability HP expects the interoperability of its Ultrabooks, ElitePad, and smart phones with other HP products and solutions, such as ePrint Cloud Services, to be its distinguishing competitive advantage (video link). HP’s next generation Ultrabooks boast stylish form features, low power consumption, world-class security features, and preserve mainstream price points. HP and its partners anticipate that these features will differentiate its PCs from its competitors (Bradley, 2012) and could one day be an extraordinary resource much like it is for the Apple brand. Since the PC market is facing continued encroachment from tablets and other PC substitutes, HP is marketing its enterprise tablet (ElitePad 900) in early 2013. Additionally, HP’s managers feel its enterprise tablet has the opportunity to differentiate with other products HP offers by providing interplay between the physical and digital worlds (Bradley, 2012). Overall, the size, scale, and connection that HP products have will enable customers to create, store, consume, and share information safer than before (Bradley, 2012). Market Share Since 2007, HP was the leading global PC manufacturer (MarketLine, 2007). But in the fourth quarter of 2012, Lenovo, a Chinese PC manufacturing firm overtook HP and now leads all manufacturers in global PC sales (Gaudin, 2012). Furthermore, China is now the largest global PC consumer market (Dauod, 12). HP faces substantial difficulty regaining its prior spot as market leader because Lenovo’s is a Chinese company with greater access to the China’s PC market; the largest and quickest growing PC market in the world. HP currently manufactures 16% of all PCs shipped worldwide, however that market share has declined since 2010 (MarketLine, 2012). Once a technological leader, HP is now an industry laggard and must develop new marketable technology to maintain its market share position in this hyper-competitive market. Acquisitions HP recently made some costly acquisitions with the goal of reaching product segments with higher profit margins (Krabeepetcharat 2012). Autonomy, a British software firm which specializes in â€Å"unstructured data† or human information, was purchased for nearly $11 billion dollars. HP is now accusing Autonomy of overvaluing its financial records and has taken an $8. 8 billion write-off against its balance sheet for this acquisition (Rushe, 2012). HP also purchased Palm in 2010 for $1. 2 billion with the hope of capitalizing on the emerging tablet market. But consumer sales of HP’s new tablet, the TouchPad, failed to support the product line, and the TouchPad was discontinued less than a year after product launch (Panzarino, 2012). Beyond these noted questionable acquisitions, HP made numerous other eyebrow-raising acquisitions under past CEOs that were not in line with HP’s core competencies. Internal Analysis Conclusion In August 2011, HP’s last CEO announced that HP planned to divest of its PC division (Krabeepetcharat, 2012). However, HP’s current CEO, Meg Whitman, has stated a renewed commitment to the PC segment. Part of HP’s internal strategy is to rebuild the balance sheet through the newly formed Printer and Personal Services (PPS) division in order to accommodate acquisition-related charges (Thacker, 2012). This is part of the CEO’s five-year plan to rebuild HP (Whitman, 2012). While multi-billion dollar write-offs are staggering hurdles for any company to survive, if HP can return to its core competencies and re-brand itself as the company of innovation (as it was once known), then HP can remain a dominant participant in the PC industry. Current HP Strategic Position Our strategy diamond analysis, shown in Exhibit five, determines that HP plans on implementing the following five strategies in the PC industry: (1) Focus on R&D (vehicles) (2) Pursue emerging markets (staging) (3) Reduce SKU’s offered (arenas) (4) Integrated products & services (differentiators) (5) Economies of scale & Consolidation (Economic Logic) Vehicles HP’s primary strategy vehicle is a commitment to R&D in order to re-establish HP as a technologically focused hardware company (Times, 2012). Exhibit 2 illustrates HP’s changing strategy regarding R&D investment. Starting in 2005, HP’s investments in R&D steadily decreased. After reaching its lowest figure in 2010, the R&D budget was increased. In 2011, HP invested $3. 25 billion on R&D, a significant improvement from 2009, when HP invested just $2. 77 billion in R&D (Yarrow, 2012). Interestingly, the bottom chart on Exhibit 2 shows that Apple spent less on R&D than HP but delivered technologically superior products. This exemplifies how R&D spending does not always equate cleanly with results. R&D is critical to generating a pipeline of intellectual property. Intellectual property is critical to HP’s growth because it is one of HP’s extraordinary resources. Strong R&D investments are often a good leading indicator of well-received future products. On the other hand, the lag metrics arising from HP’s previous R&D slashing indicate numerous problems. Of most concern is the failed WebOS that affected both HP’s initial smart phone and tablet touch pad releases (Davis, 2011). After the poor reception of HP’s WebOS, it became open-source software available to the general public to freely use and modify. HP is currently working on developing its own WebOS but is opening the system to the free market to encourage outside development of mobile applications. Staging Pursuing emerging markets such as China will enable HP to produce and distribute PCs more cost effectively. In fact, China is the future hub of both HP’s manufacturing and distribution plan (Bradley, China, 2012). HP’s executive team is aware of China’s increasingly vital role in consumer PC sales. China currently accounts for 20% of the market and is expected to double the United States’ PC consumption by 2016 (Bradley, Shanghi summit, 2012). HP is acting early by building PC manufacturing facilities in China, both to act as a distribution hub for other Asian suppliers and to distribute PCs directly to the Chinese market. Since HP began this strategy two years ago, HP seems to have been correctly following leading indicators and should see a beneficial pay-off over the coming years as China’s market surpasses the United States’ PC market. Arenas HP intends to reduce the number of its PC and printer stock-keeping units (SKUs) by 25% and 30% respectively by 2015 (Bradley, Newsroom, 2012). The maintenance cost of servicing over 2,100 types of laser printers is neither sustainable nor conducive to continued growth and profitability. Instead of divesting the PC division, as considered in 2011, HP now intends to re-invent its existing product line by focusing on quality innovation over quantity of product offerings. Geographically, HP will also be building a Chinese-based manufacturing facility which will help them operate more cost effectively in that emerging market. Differentiators HP expects to differentiate itself from other PC manufacturers by integrating products with services solutions, a process HP has already begun. In March 2012, HP combined its Personal Systems Group (PSG) with its Imaging and Printing Group (IPG) to form a new segment named Printing & Personal Systems (PPS) (Bradley, 2012). According to a HP director, merging the two groups into PPS â€Å"was a key strategy to provide consumers and business customers with better products and solutions that are seamlessly integrated with each other. † For example, upon purchasing a HP laptop, a consumer can expect his or her new laptop to wirelessly find and automatically connect with any of the consumer’s HP printers or other products. In addition, by integrating internal supply chain processes between the old PSG and IPG, and having a single HP sales person selling both PCs and printers, HP can keep the prices of its products and services competitive. It is business strategies such as these that show HP is still forward-thinking and seeking innovative or cost effective technologies. Refer to Exhibit 3 to view one of HP’s marketing videos (HP marketing, 2012). Another example of how the newly-formed PPS group integrates products can be seen in their â€Å"Exstream† product, which has been put to use by Humana and saved millions Humana millions by integrating static and dynamic content for easier communication with clients (HP marketing, Humana, 2012). Economic Logic Economies of Scale: As HP seeks to differentiate its PPS group to drive product innovation, there will be significant cost-saving effects due to increased economies of scale. Essentially, HP will save money by manufacturing more products directly in emerging markets like China. With China’s consumer PC market expected to double that of the United States, HP is ideally situated to take advantageous benefit of China’s emerging market through manufacturing plants and distribution channels located within China. Consolidation: By consolidating its PC and Printing groups, HP strengthened its position in many ways, including lowering costs in the supply chain. In addition to consolidating its supply chain functions, HP is also streamlining its sales teams and reducing its functional support organizations (Bradley, 2012). HP’s current PC strategy of consolidation is a direct byproduct of both a planned decrease in SKUs and the PC manufacturing and consumer sales reaching the ending stage of their lifecycles. If HP can successfully set new standards for PC and printing synergies through consolidation, then HP can create a viable path to maintaining its history of premium pricing via product features. HP Strategic Implementation Based on our analysis, the facets of HP’s strategy diamond are internally consistent. HP’s analyzed strategies are both interconnected and overlapping. For example, being focused on China provides HP with a strong arena given China’s anticipated growth in the consumer PC market. But a presence in China also validates HP’s economic logic by producing lowered costs. Overall, HP’s PC strategy is sound because HP is returning to its core competencies, such as hardware innovation. On a larger scale, HP’s renewed focus on R&D coupled with the creation of the PSG division supports HP’s current desire to grow organically rather than through mergers and acquisitions. One weakness that continues to hamper HP is operating with over $20 billion in debt derived almost entirely from acquisition costs related to fruitless assets. Looking back, HP could have benefited from smarter business plans, including a balanced scorecard, prior to some of these acquisitions. With such information, HP would have had a more realistic chance to make each acquisition profitable, or perhaps it would have had enough qualitative metrics to realize that the acquisition may not integrate with its core processes. Since change in the PC industry is highly iterative, HP must continually adjust the implementation of its forward strategy. Fortunately, HP appears to be taking the necessary steps to address its past failures and to capitalize on future opportunities. Since HP still has industry-wide brand name recognition, its return to market dominance is entirely feasible. But as technology progresses and markets shift, HP’s ability to maintain sustainable growth will depend largely on whether HP’s new PC business strategy can capture value while simultaneously producing competitive, cutting edge products.

Arthur Conan Doyle Essay

A critical account of ‘The Speckled Band’ and ‘The Engineer’s Thumb’ by Arthur Conan Doyle  In the story of The Speckled Band a woman called Helen Stoner arrives at Holmes’ rooms in a state of terror. She is the stepdaughter of Dr Grimesby Roylott, a violent man who spent five years in India and associates only with gipsies, and has such exotic pets as a baboon and a cheetah. Helen’s mother is now dead, and two years previously her sister died in mysterious circumstances: a strange whistling disturbed her in her sleep for some nights, and on the night of her death she appeared transfixed, able only to shriek, ‘the speckled band!’ she had been about to marry and now Helen is planning to do the same; her stepfather has moved her to her sisters bedroom next to his and the whistling has recurred. Despite a warning from the maniacal Dr Roylott, Holmes and Watson head for Stoke Moran, examine the house and wait the night in Helen’s bedroom. Holmes’ deduction proves correct: Dr Roylott sends a swamp adder (the speckled band) through a ventilator to kill Helen, Holmes’ cane drives it back and the murderer is poisoned. The main characters in the story consist of: Helen stoner who is the main client. She arrives at Sherlock Holmes’ rooms in Baker Street to ask him for help. The character of Helen Stoner sets the tone of the story: shivering with fear, ‘her face all drawn and grey, with restless frightened eyes, like those of some hunted animal.’ She is obviously a sensible and levelheaded woman: therefore there must be a reason for her terror. The character of Sherlock Holmes in the story appears to be that of an appealing eccentric. In this story he uses his powers of deduction to identify minute details with which to solve the final mystery, for instance he knew ‘you must have started early, and yet you had a good drive in a dog cart, along heavy roads before you reached the station.’ Through the story he displays elements of humour, after doctor Roylott threatened with a poker he replies, ‘he seems a very amiable person’. Subtly alluring to his own physical power by, ‘he picked up the steel poker and with a sudden effort straightened it out again. Whilst examining the premises of Stoke Moran, ‘he threw himself down upon his face with his lens in his hand, and crawled swiftly backwards and forwards, examining minutely the crack between the boards.’ This illustrates Holmes’ minute attention to detail. Dr Watson is the ideal narrator of this story. His ability to perceive and describe details is as important as his inability to deduce from them what Holmes can. He says, ‘Holmes, I seem to see dimly what you are hitting at’, after Holmes had described the position of the ventilator and the rope. The relationship between Sherlock Holmes and Dr Watson is one of an ‘intimate friend and associate. In contrast to Holmes, Dr Watson makes the sensible deductions and assumption of the of the ordinary intelligent man. He is portrayed as an amiable man as well as the devoted recorder of Holmes’ achievements. A vivid description is built up of Dr Roylott by the description of Helen stoner. We know that he came from an aristocratic background. However successive heirs had squandered the money. After taking a medical degree he went to India, where he spent some time in prison from murdering a native servant. She describes his ‘violence of temper approaching to mania’.  We are also told that he likes to associate with gypsies and also keeps exotic animals, for example, a cheetah and a baboon. In another passage Dr Roylott enters Holmes’ room and is described as a ‘huge man’ with a face ‘marked with every evil passion’. He is said to resemble ‘a fierce old bird of pray’. We are led also to believe that Dr Roylott is violent towards his Stepdaughter when Homes sees burses on her wrists. The story is set during the Victorian era with the backdrop of the decaying grandeur of Stoke Moran this help this links closely to the character of Dr Roylott as a fallen aristocrat and also helps to create a mysterious atmosphere. ‘The building was of grey, lichen-blotched stone with a high central portion, and two curving wings, like the claws of a crab, thrown out on each side. In one of these wings the windows were broken, and blocked with wooden boards, while the roof was partly caved in, a picture of ruin.’

The Lord of the Rings the epos and the epic movie picture essays

The Lord of the Rings the epos and the epic movie picture essays After the publication of J.R.R. Tolkiens life work, the trilogy of Middle-earth, Sunday Times noticed: The world is divided into those who have read The Lord of the Rings and those who are going to read it. Today, as P. Jacksons epic picture The Fellowship of the Ring rules on the big screens all over the planet, it would be more true to say that the world is divided into those who have already seen the film and those who are still standing in queues to buy the ticket. When comparing Tokiens masterpiece and its screen adaptation you do not have to be a fantasy freak to notice that the two works share most characteristic features but there are also points at which they differ considerably. Speaking of similarities, it should be stressed how fortunate it is that Tolkiens grand story has not been trivialized and reduced to a fairy tale. Luckily, in Jacksons adaptation the majestic atmosphere of the trilogy is carefully preserved. The script has not been childishly oversimplified, the characters often speak in a dignified language of the warriors of old and, what is equally important, monumental, sublime music adds necessary gravity to the mission of saving the world from the greedy and merciless hands of the Dark Lord, Sauron the Great. In addition, the immense fidelity of description brings the movie picture even closer to the unique atmosphere of Tolkiens masterpiece. If the Author himself could take a seat in the cinema and watch the idyllic landscape of the Shire, snow-clad peaks of the Misty Mountains and horrifying abysses of the Mines of Moria, he would undoubtedly smile warmly and puff his favorite pipe with unconcealed pleasure. Nevertheless, there are also some aspects of Jacksons vision of Middle-earth that would certainly either sadden or even utterly displease Master Tolkien. To name but a few, he would definitely miss careless hopping and sin...

Biography of Gottfried Wilhelm Leibniz, Philosopher and Mathematician

Biography of Gottfried Wilhelm Leibniz, Philosopher and Mathematician Gottfried Wilhelm Leibniz was a prominent German philosopher and mathematician. Though Leibniz was a polymath who contributed many works to many different fields, he is best known for his contributions to math, in which he invented differential and integral calculus independently of Sir Isaac Newton. In philosophy, Leibniz is known for his contributions on a wide range of subjects, including â€Å"optimism†- the idea that the current world is the best of all possible worlds, and was created by a freely thinking God who chose this for a good reason. Fast Facts: Gottfried Wilhelm Leibniz Known For: Philosopher and mathematician known for a number of important contributions to mathematics and philosophy, such as the modern binary system, a widely used calculus notation, and the idea that everything exists for a reason.Born: July 1, 1646 in Leipzig, GermanyDied: November 14, 1716 in Hanover, GermanyParents: Friedrich Leibniz and Catharina SchmuckEducation: Leipzig University, University of Altdorf, University of Jena Early Life and Career Gottfried Wilhelm Leibniz was born in Leipzig, Germany on July 1, 1646 to Friedrich Leibniz, a professor of moral philosophy, and Catharina Schmuck, whose father was a law professor. Though Leibniz attended elementary school, he was mostly self-taught from the books in his father’s library (who had died in 1652 when Leibniz was six). While young, Leibniz immersed himself in history, poetry, math, and other subjects, gaining knowledge in many different fields. In 1661, Leibniz, who was 14, began studying law at the University of Leipzig and was exposed to the works of thinkers such as Renà © Descartes, Galileo, and Francis Bacon. While there, Leibniz also attended summer school at the University of Jena, where he studied mathematics. In 1666, he finished his law studies and applied to become a doctorate student in law at Leipzig. Because of his young age, however, he was refused the degree. This caused Leibniz to leave the University of Leipzig and earn the degree the following year at the University of Altdorf, whose faculty were so impressed with Leibniz that they invited him to become a professor despite his youth. Leibniz, however, declined and opted instead to pursue a career in public service. Gottfried Wilhelm Leibniz. United States public domain Leibniz’s Tenure in Frankfurt and Mainz, 1667-1672 In 1667, Leibniz entered the service of the Elector of Mainz, who tasked him to help revise the Corpus Juris- or body of laws- of the electorate. During this time, Leibniz also worked to reconcile Catholic and Protestant parties and encouraged Christian European countries to work together to conquer non-Christian lands, instead of waging war on each other. For example, if France left Germany alone, then Germany could help France in conquering Egypt. Leibniz’s action was inspired by France’s king Louis XIV, who seized some German towns in Alsace-Lorraine in 1670. (This â€Å"Egyptian Plan† would be ultimately passed on, although Napoleon unwittingly used a similar plan over a century later.) Paris, 1672-1676 In 1672, Leibniz went to Paris to discuss these ideas more, staying there until 1676. While at Paris, he met a number of mathematicians like Christiaan Huygens, who made many discoveries in physics, mathematics, astronomy, and horology. Leibniz’s interest in mathematics has been credited to this period of travel. He quickly advanced in the subject, figuring out the core of some of his ideas on calculus, physics, and philosophy. Indeed, in 1675 Leibniz figured out the foundations of integral and differential calculus independently from Sir Isaac Newton. In 1673, Leibniz also made a diplomatic trip to London, where he showed a calculating machine that he had developed called the Stepped Reckoner, which could add, subtract, multiply, and divide. In London, he also became a fellow of the Royal Society, an honor awarded to individuals who have made substantial contributions to science or math. Hanover, 1676-1716 In 1676, upon the death of the Elector of Mainz, Leibniz moved to Hanover, Germany, and was placed in charge of the library of the Elector of Hanover. It Hanover- the place that would serve as his residence for the rest of his life- Leibniz wore many hats. For instance, he served as a mining engineer, an advisor, and a diplomat. As a diplomat, he continued to push for the reconciliation of the Catholic and Lutheran churches in Germany by writing papers that would resolve the views of both Protestants and Catholics. The last part of Leibniz’s life was plagued by controversy- with the most notable being in 1708, when Leibniz was accused of plagiarizing Newton’s calculus despite having developed the math independently. Leibniz died in Hanover on November 14, 1716. He was 70 years old. Leibniz never married, and his funeral was only attended by his personal secretary. Legacy Gottfried Wilhelm Leibniz University of Hannover, Germany. Moment Editorial / Getty Images Leibniz was considered a great polymath and he made many important contributions to philosophy, physics, law, politics, theology, math, psychology, and other fields. He may be most well known, however, for some of his contributions to math and philosophy. When Leibniz died, he had written between 200,000 to 300,000 pages and more than 15,000 letters of correspondence to other intellectuals and important politicians- including many notable scientists and philosophers, two German emperors, and Tsar Peter the Great. Contributions to Math Modern Binary System Leibniz invented the modern binary system, which uses the symbols 0 and 1 to represent numbers and logical statements. The modern binary system is integral to the functioning and operation of computers, even though Leibniz discovered this system a few centuries prior to the invention of the first modern computer. It should be noted, however, that Leibniz did not discover binary numbers themselves. Binary numbers were already used, for example, by the ancient Chinese, whose use of binary numbers was acknowledged in Leibniz’s paper that introduced his binary system (â€Å"Explanation of Binary Arithmetic,† which was published in 1703). Calculus Leibniz developed a complete theory of integral and differential calculus independently of Newton, and was the first one to publish on the subject (1684 as opposed to Newton’s 1693), though both thinkers seem to have developed their ideas at the same time. When the Royal Society of London, whose president at the time was Newton, decided who developed calculus first, they gave credit for the discovery of calculus to Newton, while credit for the publication on calculus went to Leibniz. Leibniz was also accused of plagiarizing Newton’s calculus, which left a permanent negative mark on his career. Leibniz’s calculus differed from Newton’s mainly in notation. Interestingly, many students of calculus today have come to prefer Leibniz’s notation. For example, many students today use â€Å"dy/dx† to indicate a derivative of y with respect to x, and an â€Å"S†-like symbol to indicate an integral. Newton, on the other hand, placed a dot over a variable, like á º , to indicate a derivative of y with respect to s, and did not have a consistent notation for integration. Matrices Leibniz also rediscovered a method of arranging linear equations into arrays or matrices, which makes manipulating those equations much easier. A similar method had first been discovered by Chinese mathematicians years earlier, but had fallen into abandonment. A statue of Leibniz at Leipzig University. claudiodivizia / Getty Images. Contributions to Philosophy Monads and Philosophy of Mind In the 17th century, Renà © Descartes put forward the notion of dualism, in which the non-physical mind was separate from the physical body. This sparked the question of how exactly the mind and body are related to one another. In response, some philosophers said that the mind could only be explained in terms of physical matter. Leibniz, on the other hand, believed that the world is made of â€Å"monads,† which are not made of matter. Each monad, in turn, has its own individual identity, as well as its own properties that determine how they are perceived. The monads, furthermore, are arranged by God- who is also a monad- to be together in perfect harmony. This laid down Leibniz’s views on optimism. Optimism Leibniz’s most famous contribution to philosophy may be â€Å"optimism,† the idea that the world we live in- which encompasses everything that exists and has existed- is the â€Å"best of all possible worlds.† The idea is based on the assumption that God is a good and rational being, and has considered many other worlds in addition to this one before choosing this one to come into existence. Leibniz explained evil by stating that it may result in a greater good, even if an individual experiences negative consequences. He further believed that everything existed for a reason. And humans, with their limited viewpoint, cannot see the greater good from their restricted vantage point. Leibniz’s ideas were popularized by the French writer Voltaire, who did not agree with Leibniz that humans are living in the â€Å"best of all possible worlds.† Voltaire’s satirical book Candide ridicules this notion by introducing the character Pangloss, who believes that everything is for the best despite all of the negative things going on in the world. Sources Garber, Daniel. â€Å"Leibniz, Gottfried Wilhelm (1646–1716).† Routledge Encyclopedia of Philosophy, Routledge, www.rep.routledge.com/articles/biographical/leibniz-gottfried-wilhelm-1646-1716/v-1.Jolley, Nicholas, editor. The Cambridge Companion to Leibniz. Cambridge University Press, 1995.Mastin, Luke. â€Å"17th Century Mathematics - Leibniz.† The Story of Mathematics, Storyofmathematics.com, 2010, www.storyofmathematics.com/17th_leibniz.html.Tietz, Sarah. â€Å"Leibniz, Gottfried Wilhelm.† ELS, Oct. 2013.

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