"...an egalitarian, decentralized system that came to be known as
'the HP Way.' The essence of the idea, radical at the time, was that
employees' brainpower was the company's most important resource. ...one of the first all-company profit-sharing plans... gave shares to
all employees... among the first to offer tuition assistance, flex time, and job sharing..."
– Peter Burrows, BusinessWeek
"The garage was left behind... So too were the audio oscillator and thousands of other products – all abandoned in
the endless pursuit of something better. Only the people remained, and they were cherished and respected..."
– Michael Malone, Forbes
"Somehow, we got into a discussion of the responsibility of management. Holden made the point that management's responsibility is to the shareholders –
that's the end of it. And I objected. I said, 'I think you're absolutely wrong. Management has a responsibility to its employees, it has a responsibility to its
customers, it has a responsibility to the community at large.' And they almost laughed me out of the room."
– David Packard, Stanford Magazine
What can we learn from the
history of HP?
HP people talk
about what went right – and what went wrong – as this "continuous startup" grew for decades.
History Links for HP and Predecessor Companies
– company, founders, products and reminiscences, HP
Books on HP, Compaq, EDS,
and Tandem –
links to reviews, author websites, and to read portions
of each book online.
HP Acquisitions and Divestitures
directory of more than 230 acquisitions (and 40
divestitures) by HP and predecessor companies.
Hewlett-Packard Alumni Association is operated by former HP
employees who volunteer their time. Not endorsed or
supported by the Hewlett‑Packard Company.
The HP Way
We have trust and respect for individuals.
We approach each
with the belief that people want to do a good job and will do
so, given the
proper tools and support. We attract highly capable, diverse,
people and recognize their efforts and contributions to the
HP people contribute enthusiastically and share in the success
We focus on a high level of achievement and contribution.
expect HP products and services to be of the highest quality and
lasting value. To achieve this, all HP people, especially
be leaders who generate enthusiasm and respond with extra effort
customer needs. Techniques and management practices which are
today may be outdated in the future. For us to remain at the
all our activities, people should always be looking for new and
to do their work.
We conduct our business with uncompromising integrity.
to be open and honest in their dealings to earn the trust and
others. People at every level are expected to adhere to the
standards of business ethics and must understand that anything
unacceptable. As a practical matter, ethical conduct cannot be
written HP policies and codes; it must be an integral part of
organization, a deeply ingrained tradition that is passed from
generation of employees to another.
We achieve our common objectives through teamwork.
that it is
only through effective cooperation within and among
organizations that we
can achieve our goals. Our commitment is to work as a worldwide
fulfill the expectations of our customers, shareholders and
depend upon us. The benefits and obligations of doing business
among all HP people.
We encourage flexibility and innovation.
We create an inclusive
environment which supports the diversity of our people and
innovation. We strive for overall objectives which are clearly
agreed upon, and allow people flexibility in working toward
goals in ways
that they help determine are best for the organization. HP
personally accept responsibility and be encouraged to upgrade
and capabilities through ongoing training and development. This
especially important in a technical business where the rate of
rapid and where people are expected to adapt to change.
HP Corporate Objectives
1. Profit. To recognize that profit is the best
single measure of our contribution to society and the
ultimate source of our corporate strength. We should
attempt to achieve the maximum possible profit
consistent with our other objectives.
2. Customers. To strive for continual improvement in
the quality, usefulness, and value of the products and
services we offer our customers.
3. Field of Interest. To concentrate our efforts,
continually seeking new opportunities for growth but
limiting our involvement to fields in which we have
capability and can make a contribution.
4. Growth. To emphasize growth as a measure of
strength and a requirement for survival.
5. Employees. To provide employment opportunities for
HP people that include the opportunity to share in the
company's success, which they help make possible. To provide
for them job security based on performance, and to provide
the opportunity for personal satisfaction that comes from a
sense of accomplishment in their work.
6. Organization. To maintain an organizational
environment that fosters individual motivation, initiative
and creativity, and a wide latitude of freedom in working
toward established objectives and goals.
7. Citizenship. To meet the obligations of good
citizenship by making contributions to the community and to
the institutions in our society which generate the
environment in which we operate.