Doing it the HP Way: How Hewlett and Packard Rose to Success
Doing it the HP Way: How Hewlett and Packard Rose to Success
Management: “What we consider the HP Way doesn't just happen from the top; it's built into the organization,” said Hewlett. “I tell HP people, 'You're really the propagators of the HP Way. You're where it resides.’” From day one, Hewlett and Packard insisted on running things their way, and that meant the HP Way. From generous health plans to flexible hours, Hewlett and Packard set new industry standards for corporate management.
Innovation: At HP, innovation was not just a catch-phrase. It was a way of being for everyone from the plant engineers right up to the CEOs. By creating offices that had few walls, making parts and equipment accessible at all times, and keeping in touch with their employees, Hewlett and Packard ensured that their company stayed on the cutting edge.
Courage: “We wished to operate, as much as possible, on a pay-as-you-go basis,” said Hewlett, “that our growth be financed by our earnings and not by debt.” It was a bold thing to do – to refuse to take on any debt. But when it came to taking bold steps, Hewlett and Packard were no strangers. They ran their company with guts and looked for people to come on board who would do the same.
Collaboration: Hewlett and Packard knew that in order to stay on top of the industry, they had to stay aware of everything that was going on around them. That is why they decided to collaborate with their competition in cases that were not directly connected to their long-term strategy. They hoped that the open dialogue would help further spur their innovations.
Passion: Hewlett and Packard were passionate about their business. They would have had to be to have grown it to what it is today. But they were also passionate about something else: the outdoors. It was their shared love for nature that helped strengthen both their personal and professional relationships, and brought them a sense of balance in life.
Packard once said that “to remain static is to lose ground.” That is why, in order to stay on top of their game, Hewlett and Packard devoted themselves to creating a new and innovative company. But even more than just the products they created, the company’s ground-breaking management policies and down-to earth style have forever changed the way today’s IT companies go about their business.
Today, HP is still experiencing tremendous growth in revenues and employees. Hewlett and Packard might no longer be at the helm, but their lasting legacy continues to steer the company to success.
Doing it the HP Way How Hewlett and Packard Rose to Success
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The story of Hewlett and Packard has become legendary throughout Silicon Valley: two guys who started off in a small garage with just a few hundred dollars go on to create the largest IT company in the world. How did they do it? How did these two college buddies work their way out of the garage and into the homes and offices of consumers around the world?
Management: “What we consider the HP Way doesn't just happen from the top; it's built into the organization,” said Hewlett. “I tell HP people, 'You're really the propagators of the HP Way. You're where it resides.’” From day one, Hewlett and Packard insisted on running things their way, and that meant the HP Way. From generous health plans to flexible hours, Hewlett and Packard set new industry standards for corporate management.
Innovation: At HP, innovation was not just a catch-phrase. It was a way of being for everyone from the plant engineers right up to the CEOs. By creating offices that had few walls, making parts and equipment accessible at all times, and keeping in touch with their employees, Hewlett and Packard ensured that their company stayed on the cutting edge.
Courage: “We wished to operate, as much as possible, on a pay-as-you-go basis,” said Hewlett, “that our growth be financed by our earnings and not by debt.” It was a bold thing to do – to refuse to take on any debt. But when it came to taking bold steps, Hewlett and Packard were no strangers. They ran their company with guts and looked for people to come on board who would do the same.
Collaboration: Hewlett and Packard knew that in order to stay on top of the industry, they had to stay aware of everything that was going on around them. That is why they decided to collaborate with their competition in cases that were not directly connected to their long-term strategy. They hoped that the open dialogue would help further spur their innovations.
Passion: Hewlett and Packard were passionate about their business. They would have had to be to have grown it to what it is today. But they were also passionate about something else: the outdoors. It was their shared love for nature that helped strengthen both their personal and professional relationships, and brought them a sense of balance in life.
Packard once said that “to remain static is to lose ground.” That is why, in order to stay on top of their game, Hewlett and Packard devoted themselves to creating a new and innovative company. But even more than just the products they created, the company’s ground-breaking management policies and down-to earth style have forever changed the way today’s IT companies go about their business.
Today, HP is still experiencing tremendous growth in revenues and employees. Hewlett and Packard might no longer be at the helm, but their lasting legacy continues to steer the company to success.
Doing it the HP Way How Hewlett and Packard Rose to Success
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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