Broadcom

Great people

Strong technology

Good managers and strong culture

Inchoate strategy

Software/hardware divide

Constantly changing plans

Poor coordination between different groups and departments, poor sharing

Untracked and unmanaged large-scale projects

Upper management obsessed with "Balance Sheet Strategy" at the expense of product, technical, or capability strategy

Get to grips with the underlying technology programs of the company; manage these, not "grand HR/M&A" strategy.

Have clear technical targets and get the company to stick to them.

Understand who is producing what and who needs what.

Pursue projects with vision rather than reactively.

Treat co-operation and sharing of knowledge between different departments as "on by default" rather than making each effort a special struggle.