Stories from HP: Towards Good Working Environment Abstract

Negative population growth in developed countries, retirement of baby boomers and increasing attrition mandates organizations to evolve knowledge capturing practices. Knowledge is power and fears of marginalization are the main hindrance for experts to share knowledge. The knowledge seeker complains of enormous information they have to process and vagueness of the knowledge which they rarely to be in synchronicity with real world. Stories have the power to unravel the tacit knowledge and often provide a seamless platform to share practices which are otherwise tightly coupled with the libraries. Stories have the power to build and support social capital. For one thing, they convey the norms, values, attitudes and goals that describe the organization more completely-with more rounded context- than any other knowledge capture technique. We discuss success stories of Hewlett and Packard, one of the largest knowledge based organization. The HP WAY, which is a codebook for managing the company for decades, important for every organization and employee to leverage knowledge and improve innovation is presented in the best way to impact the readers.

With time the relationship between the professor and his students blossomed.The Success and Failures at Hewlett-Packard: What we can learn from / Lessons learnt / … 1. professor and mentor to both Bill Hewlett and Dave Packard. In addition. Thus when rest of the world adapted to industrial age from agrarian age. Once while lamenting about the anxiety of young engineers to get well paying jobs. Packard recalls Terman saying “Well as you can see. and about what were involved in running a real technology company. These visits gave industrial insights to his students and made them prepare for a career beyond the academic labs. The students socialized contacts with successful businessmen and acquired industrial knowledge. they visited the first generation of electronic companies. When HP developed its first audio oscillator it was Terman prepared a list of 25 prospective buyers the company can approach with brochures. took his students to industrial visit in the San Francisco Bay area. Terman sensed that industrial revolution is giving way to knowledge revolution and future entrepreneurs are successfully based on their innovative skill and collaborative ability. Great mentorship by Terman Frederick Terman. adding those business opportunities were even greater for someone with a sound theoretical background in the field. most of these successful radio firms were built by people without much education”. When Hewlett and Packard used to travel to New York on the look out for new talent. these also allowed his students to learn about the state-ofthe-art in electronics. Terman proposed a cooperative model wherein engineers could work in a company half time and attend Stanford the other half. As HP started to expand. namely qualified formal education and team work. It would take another 2 decades for Drucker to mention these traits. Terman often accompanied them. Among the companies visited were Charlie Litton’s lab. and Eitel-McCullough in Burlingame. the relationship became mutually beneficial. They also visited Philo Farnsworth. These industrial visits enabled Terman’s students to establish connections with their future employers. Terman even said the courses could be taken in the companies . Kaar Engineering in Palo Alto. Terman ushered a knowledge based organization within Stanford University. This got us thinking1. the inventor of television. Hewlett and Packard along with their friends then combined their knowledge to create new explicit knowledge which were products sold under HP brands. During these trips.

his students granted $300.itself. This innovative program was beneficial to HP as well as Stanford and proved to be a best practice for rest of the university industry programs to emulate2. The relationship between Terman and his students ploughed in the University. but also as a sign of respect and gratitude for all Terman has done to Hewlett and Packard. 2. reinforced by the respect and gratitude they had for each other and finally ended up in great partnership. seeded at the research labs. and also to HP in large4.000 for the project. Terman would say with HP as a model he understood the importance of locating high technology companies near universities. Rather magnanimously. Finally when the University approved Terman’s plan to set up Stanford Industrial Park (Silicon Valley today). The companies expect standards and design documents to address the issue. People never realize the production and design teams very rarely interact on the floor. Thus HP and Stanford Honors Cooperative program was devised to impart graduate education to talented HP associates. HP was among the first companies to move in and capitalize on the facilities3. Terman developed a vision of building a huge industrial park adjoining the Stanford University. When Terman retired from Stanford in 1965 and decided to start a project to preserve the history of high tech revolution at Stanford and IEEE. These are the common complaints in any organization doing mass production with fairly big production and design teams. blossomed during their mid careers and harvested when Terman became a part of HP head quartered at Silicon Valley. Mentorship with duration of time developed into bonding trust. employs faculty as consultants and makes it possible for HP engineers to obtain higher degrees at Stanford. . but now the organization hires Stanford graduates. “These production people are lazy and do not adhere to standards” and “These design team change things everyday and they need to standardize first”. Thus he saw a symbiotic relationship between university and the companies as a worth best practice. He recalled HP during its formative years used to operate in and out of Stanford Communication Laboratory. watered during the initial stages of HP. Hewlett and Packard implemented this co-operative program at HP. Symbiosis of departments within the organization – Communication between committed employees. They also included Terman as one of the directors to HP not only for his technological know how.

The divisional research gave the units sense of independence and pride and boosted the morale of the work force and set the precedent for other divisions to have their own research. HP became an organization of many departments held together for business profits and the trust. This also created a sense of pride among the employees working at the corporate headquarters. Loveland was the chosen site to manufacture of voltmeters and power supplies. Colorado was its preferred choice. As HP started to grow beyond the Palo Alto facility. Obviously Packard won the confidence of the management as well as commitment and trust of workers5.Dave Packard joined General Electric Schenectady as junior executive with the primary objective of learning the business. Another development observed among the corporations nowadays is to operate from exclusive corporate headquarters. simply because it was Packard’s home town. The production team faced lot of issues in comprehending the specifications from research headquarters. Hence the company decided to decentralize its research and HP labs could focus on more creative and advanced research. While working with the workers. cooperation and commitment to work being the values shared. This was gross violation of Management by Walk Around. The company recognized that communication within the verticals is more important than communication within the horizontals6. Packard observed that these people were very much committed to their job and are most eager to do the job right. When Packard was asked to supervise the production of new batch of tubes he planted himself on the floor. As the production started. The dangerous mercury tubes exploded like a grenade whenever the control element failed. the researchers at California found it harder to learn about manufacturing issues arising out at a remote location and they could not learn how the engineers ironed out design problems and manufacturing process bugs. Among the salient features of HP way was Management by Walk Around. even basic understanding between the . following each tube through every step of fabrication process. the ground rule in HP that encouraged communication between hierarchies. The teams realized their symbiotic relationship. mutual trust. With separate office the senior members work in a much serious atmosphere and could concentrate better on policies and processes. A similar effort was launched by HP to setup a corporate headquarters at 3000 Hanover drive struck the HP Way at its heart. the problem was that instructions from the design team were not adequate to ensure that every step would be done properly. The importance of symbiotic relationship was looked over and a common ground for interaction was broken. MWA created a space for production team to exhibit the issues to the design team and an ambient atmosphere for the design team to correct the production workers. The aspiring radio engineers after much frustration with refrigerator department finally get into the vacuum tube test department. This helped HP to deploy a system wherein communication was the nerve center of the organization and issues were handled together rather than being delegated. While all organizations were doing management by control HP conducted its business by Management by walk around. The factory workers were elated to have a person from design team on the production floor.

Design process.departments became history. Still issues persist with salability of the product. 3. At one of the company events. Yokogawa Hewlett Packard (now HP Japan) was a joint venture between the two companies. The organizations hardly realize that no longer are they manufacturing goods for the entire markets. He said the Japanese had problem in communicating to the American boss and because of this attitudes of distrust and finger pointing have developed in the organization8. practices and support technologies. . Increasingly HP deviated from the HP way and became yet another company7. and HP’s superior manufacturing and management policies it was agreed that HP would lead the venture. 4. The division reported average standards in production qualities compared to other HP divisions and functioned as an outsourced production unit of HP. Not surprisingly the company won the Deming prize for productivity and quality in 1982. This coupled with proper communications has resulted in outstanding product quality. Sasaoka was able to implement the Japanese culture of total quality manufacturing and also addressed the short comings in communication. the directors of a young YHP manager named Kenzo Sasaoka who wanted to run YHP. The division reported an outstanding 10 per million failure rate. Listening to customers Often managers wonder why best products fail to bang the markets and translate into business results. Taking cue from Japanese the rest of HP divisions dedicated judicious time to make the accurate setting. It was observed that Japanese take considerable time to make every adjustment as accurate as possible. Culture matters – How values shape organization Today globalization is the buzzword and with technology transferring faster and cheaper there is a temptation to duplicate organization policies. but they are offering services and products for customer needs. Given Japan’s more manufacturing and quality standards then. production pipelines. Within a year. marketing strategies and product pricing are reviewed. The rapid expansion of organization to developing countries makes it duplicate the best practices from the developed countries with little or no adaptation. four hundred times better than best rates of other divisions.

an American think tank visited People’s Republic of China in 1977 on its efforts to counter Russia’s military capability. 5. While interacting with customers. Bud Hawkins. Hewlett said it an estimate and the final price is negotiable. chief sound engineer at Walt Disney studios bumped into Hewlett at Portland conference in November 1938. The customer feedback was passed on to the design and production team and the next generation of the products are customized. While Packard gave the Chinese a visit of research facilities he would like to visit. Sensing Hawkins was interested with the audio oscillator Hewlett quoted $100 a piece. Whenever a senior executive of a Multinational Company comes to a developing there is a lot of fun and fancy. the director of HP who has already visited the country few years back. Committee on Present Danger. Very rarely efforts are made to give the visiting dignitary hands on experience and almost no effort is made to exhibit trust. Packard understood their needs and wished to arrange . Packard saw an opportunity and included his wife Lucile and Liu. This was possible because the culture of customer advocacy was fostered in the organizations. After deliberations with Americans it decided to invite industrialists. HP foray into China – Socialization holds the audio oscillator they named the model 200A and fixed $54.50 a piece. Later Packard was taken to visit a couple of defense factories developed with Russia’s help. Once it went into production HP realized that production cost itself was $65 and so the company lost $11 for each sale. So HP started sell solutions rather than hardware systems this approach enhanced company’s responsiveness to changing market scenarios. Little thinking of production.50 as the price. While discussing on these lines China expressed its vision for building a broader relationship. It was a fair deal for Hawkins to upgrade his equipments and also first profitable transaction for HP9. They tend to treat this as a one-off visit and never in terms of longevity of relationship.When Hewlett and Packard developed their first product . Even organizations rate countries based on factors like how many top executives have visited the country. Given the Chinese high context culture. The country’s leading politician’s roll out red carpets. he was invited for a reception at the Great Hall of people. industrial leaders share platforms and the executive promises lot of investment into the country. HP has an innovative process to information gathering across the organization. China took lead and invited Dave Packard. This enticed Hawkins to visit HP and ask for some modifications to the existing 200A model. how much money they have promised to invest and how many jobs they are going to generate. an engineer from HP in his team. one fourth of the price of same genre product offered by General radio. pricing or marketing went into this effort. the sales engineers didn’t defend the status quo or argue that the changes were impossible. The Chinese passionately exhibited their outdated facilities and Packard commended the work though he understood that their equipments were at least 25 years out of date. This evolved as 200A model oscillator and the slightly improved product was priced at $71.

within a year of going public HP offered employee stock option and further Packard would say the most important reason to go public was to broaden the ownership of the company and facilitate takeovers by stock swap option. He spent days and nights in the company under pressure to perform for the trust of Hewlett. When a joint venture was proposed during the final days of his tour. wife of Hewlett Packard instigated a new tradition at HP. The wedding gift and baby blanket which the employees see everyday in their house reinforced their commitment to HP and made the entire family develop a trust towards the company. Countries and organizations need to treat visiting dignitaries with open mind. China on its part acquired a fledging electronics-manufacturing capability10. Packard billed him for a salary less than Hewlett’s army salary and invested all profits into the company. These efforts often make the employee a proud ambassador of the company. sharing successes and respecting individuals. the partners had to reinvest their profits and also the Second World War was fast enveloping the entire world. Thus entrusted by the Chinese. incentives and even promotions. When reserve troops were called for the Second World War Hewlett had to report to army services and Packard had to manage the surging orders without his partner and workforce comprised of elderly and women. 6. . A crux today is how organizations manage with highly talented successful people. bonus. She started the practice of buying a wedding gift for every employee who married and a baby blanket for every family having a baby12. This was done under extraordinary circumstances. The company has doled out pay hikes. Packard treated them at his guests at Merced ranch and later at his Big Sur residence. Today many organizations gift their employees T shirts. Many HP employees who utilized this option had millions on their stocks by the time they retired11. growth of HP and supplying critical war instruments to the nation. Building Trust the innovative way – by benevolence. The Chinese put the ball back into his court by saying HP can define the rules.sessions on HP’s work in related fields. Coffee cups and Caps with company logos and values. Later in 1983 China invited HP board for business and HP today operates several manufacturing plants in China. Packard invited his hosts to America for further talks. Lucile Packard. In 1959. Within two years of its inception HP handed out bonus checks to employees. still attrition remains an issue. The cash strapped company needed the capital for its surging orders. trust and express interest in building long term relationships which would be mutually beneficial. This act built trust and motivated the employees to work for the organization. Packard expressed his doubts about the modalities and operation policies in the communist country.

HP being one of the benefactors of the boom was hit by a variety of factors like winding up of Vietnam War and NASA Apollo program and the oil crisis. in some cases. They seldom realize that the most critical resources walk out at 6 PM. HP introduced a Nine-Day fortnight wherein employees would work for nine days out of every two weeks –10 % curt in work schedule with a corresponding 10% cut in pay14. Within weeks the erring manager was dismissed from the company and the writing on the wall was that HP valued each of its employees and any act that undermines the individual’s self respect and reputation would be handled with iron fists. The company made it clear that the employees would not be handed out pink slips for no fault of theirs. Apart from this was the policy of common workspace for employees to simulate mutual learning. The corporate human relations director took personal interest in the complaint and ensured a fast thorough investigation on the issue. HP felt even if employees took this home there are working on some unfinished task. After their retirement from HP. This act of benevolence would build loyalty towards HP in employee’s families transcending generations. He knocked off the padlock and left a note saying never again instruments should be locked up13. They see lot of meaning in electronic documents. commitment and innovation. These organizations consider technological theft is a major threat. and former employees would travel from France to vote against Fiorana’s audacious merger of HP with Compaq. . Not in mere words. The employees enjoyed longer weekends in the ranches provided by HP itself and when the economy recovered they were ready to commit. The company also felt these promoted trust. trust and safety for each employee. using it outside or for non official purposes may end up with termination and sue process of law”. This inventive and powerful tool enabled employees to raise their concerns even to the level of CEO or chairmen of the board. HP exhibited its trust on its employees by leaving tools and products on the floor rather than locking them on stores. the founder directors came across a complaint from a woman about sexual harassment and manhandling of authority by a senior manager. The made the junior cadres imagine as if Hewlett and Packard were people next door and acted as a deterrent against high handedness by the managers. Bill Hewlett during one of his weekend visits to HP factory at Palo Alto went to the stores to pickup a microscope and noticed that it is locked up in the shelves. While organizations were exhibiting their open door policies and access to people across hierarchy. emails and prototypes of products developed. While organizations were discussion about the imminent layoffs. “These products are for use within the company premises only. HP had a different ‘Open Door policy’. These are some billboards in leading knowledge based organizations.“Digital Cameras and mobile phones with cameras prohibited”. reflect and deliver on what was expected and more. Later in 1970s which recession creeping world over due to variety of reasons every organization had to layoff part of their workforce. HP implemented this to assure self respect. The Nine-Day fortnight program produced an upwelling of gratitude. even love for the company among the employees.

The dismissed employee raised the issue to Bill Hewlett. The organization culture made Jones function not only as design engineer. HP sold 17. The CEO who asked the engineer to abandon the project awarded the engineer with a medal for “extraordinary contempt and defiance beyond the normal call of engineering duty”. The story goes like this. but within a couple years of establishment of an organization by unknown Bill Hewlett and Dave Packard. Packard raised and told them HP had important responsibility to our employees. and its not. While designing the cabinets for 200B model Hewlett and Packard decided to go for sheet-metal cabins. 7. Aspects like building trust. but also made him make a market study on the product he was developing. that too for defiance of the CEO’s word. motivating teams and loyalty are fast becoming things of past.In order to control slippages HP asked each division to cut operating costs by 10 %. the director of HP. When rest of the leaders announced that profit was the solo motive and labor can be bought and sold on market. Hewlett issued a memo to all divisions saying the company wanted cost cuts by efficient operations and not by firing associates. Hewlett made it clear that it is not HP-like to make employees face the brunt of industry. In 1948 at a conference of CEOs. the victim should be advised and the case should be properly documented15. to our suppliers and to welfare of the society at large 17. It’s in production’. Loyalty has been one of HP’s key to success over the years. Thinking beyond profits The main objective of a commercial organization is to make profits. Hewlett and Packard were on a visit to Loveland division of the company and he bumped into the large screen oscilloscope which Chuck Jones wanted to develop as a computer display. HP was the first organization to award one of its employees ‘Medal of defiance’. It is important to note that the first blocks of the billions of dollars Packard and Hewlett donated to philanthropy started with $5 grant in the year 1939. The social commitment started not on one fine day when they were founders of HP. When HP began to spread its wings. Of course HP did stand up to the words of its founders for decades to come. To the furious founders Jones would reply saying ‘What you said was that you didn’t want to see it in the lab. Not impressed neither with the product nor with the idea Packard asked the division to stop the work on that project. And when the founders came to the Loveland division office they were told Jones’s product was under production.000 Chuck Jones’s renegade monitor and generated revenue of $35 million on that product16. to our customers. Schiller was still its preferred supplier and even the founders would stop by his shop even though the old . But for many organizations profiteering becomes an obsession and kills the organization at times. Adding to that. A new manager from Ampex Corporation fired his junior executive over a meeting. Enrie Schiller was their obvious choice because of logistics reasons. each individual should be guided and even if termination is the only alternative. The enthusiastic engineer went on a tour across the country and discussed the salability of the product with potential customers. Packard suggested that businesses had responsibilities beyond making a profit for their shareholders.

They wanted to provide a comfort zone for each associate and freedom to voice opinions as if they were owners of their processes. As crisis brings best out of men two men joined HP at that time and helped HP come out in flying colors. Without much expertise and technology know how Packard had to hunt for talents outside the organization. in true HP style even without flipping through the charts offered a price that was 20% premium on the maximum price quoted20. % years later Packard asked Jack and his team to decide a fair price for the buyout. HP associates with Jack as the president. Packard made an emergency call to Harold Buttner and understanding the scenario Buttner wired the funds which gave HP the breathing space. Jack Milchor and his team of engineers went to Packard in 1960 and talked about semi conductor industry and the possibility of integrated circuits which would replace the current cranky system with a state-of-art piece reliable product. Packard said HP will have the option of buying out the 50% share of Jack and his associates in the venture. HP did live through the words of its founders and carried along all partners as it grew. Later when Buttner retired from ITT as a sign of loyalty he was offered a place at HP board. While servicing the ITT order HP struck a dead end with an exhausted workforce and deadline slippage.crusty old would grumble as if he did not want to see them. Packard said the price would be based on current sales of HP from the contributions of HP associates and the ensuing profits. In the early 60s the company realized that often the sales representatives had disproportionate share of profits and to improve the productivity HP had to cut costs here. HP produced limited number of products and the distributed network of sales persons across the country served the business well. Bill Doolittle and Noel Eldred who shouldered the responsibility in Hewlett’s absence were decorated these two men as vice presidents of a much bigger HP. Packard impressed about the project invited them for a joint venture namely. During the first two decades of its operation. Dave Packard who did not carry any reminiscence of the Addison garage or the first oscillator developed by HP would still carry along Schiller till the old man retired. More importantly HP implemented the humane approach to smaller vendors which benefited the organization in its early years18. They believed that . He stressed that higher the price more the credit for his team. Thus Packard really valued the intellectual contribution of Jack and his team while doling a generous buyout offer. 8. In most cases HP was generous with the sales teams and later the founders would say main driver for these decisions were loyalty to the sales representatives and also recognition of the fact that the sales representatives knew the customers better than the company19. Hewlett and Packard decided make HP a level playing field. HP took the ITT order for fixed frequency crystal oscillator. After Hewlett left for army during the Second World War. Flat organization – Within HP and beyond office. Thus HP valued the individual and not the place or product. After much discussions Jack came up with a thick flipchart presentation which detailed the lowest possible and highest possible deals. Packard. Instead of destroying the current sales teams. and to make things worse payments from ITT were defaulted. Livid with GE memories and experiences at Stanford. HP proposed and convinced the sales teams that business demands them to become sales divisions of HP.

Later the manager would approach the junior associate with ‘inquisitive hat’. Later wearing the ‘decision hat’ the manager would arrive at a decision on the idea with appropriate logic and sensitivity. With the growth of company the organization wide picnics were impossible. but were evolved by the entire organization. When a junior associate approaches the manager with an idea. A study shows that the gain in productivity is much more than the cost involved in sponsoring the break. He would listen. the manager would wear the ‘enthusiastic hat’. So the shots in HP were not called by the bosses. which made all associates gathered at a common time twice everyday over a cup of tea. This became a bible for mature managers to handle hot innovative juniors. express excitement. Annual picnics were much awaited events when Packard and Hewlett would serve the food for all and use this opportunity to understand their employees and their families. The junior associate completely stands by the decision even if the decision was against the idea. These places of retreat were open to families of HP associates throughout the year became a third space for them to build relationship. appreciate and simulate the process. Beer bust on Friday afternoon22 became an organization wide practice wherein senior associates would hand over beers to all HP associates as a premature way to enjoy the weekend. The picnics were self managed with every department bringing parts of the food and HP employees had a chance to learn more about their colleagues and develop a relationship beyond the walls of HP21. 9. Supervisory training was one much problem discussed at communication luncheons across the organization and provided a chance to address the issues before the issue could hurt the organization’s interests. Communication luncheons were encouraged where managers were barred and junior associates would discuss on company policies. Coffee breaks were introduced. Associates across departments had a chance to exchange short yet very important tidbits which would improve the productivity of the organization. Separate retreats were arranged for senior executives and HP’s corporate objectives were discussed and sorted out in Sonoma retreat! The organization also took every effort to make the workspace as social and comfortable for the employees. These were events when the CEO might bump into a conversation between two junior executives.this would provide a fertile ground for innovation and make HP a committed motivated organization to handle changing markets and withstand the withers of recessions. but senior executives accompanied smaller teams. This effort is more to direct the idea rather than to kill it. Hewlett introduced ‘hat-wearing process’ to foster innovation in the company23. On the eve of Christmas employees were handed over bonus checks and senior management would join them to a party on the Christmas at the nearest pub. even criticize it at times. The organization simulated these socialization initiatives by purchasing ranches and vast tracks of land. where he raises pointed questions probing the idea. Blind spots .

The senior management bye passed Osborne’s assessment and pumped in more money into the Nickel off-spec diode project. This was a celebrated automated response mechanism of the much-vaunted Japanese war array. Osborne studied the proposal and conveyed to the management the infeasibility of the project on performance grounds. These can detect whether a plane is friendly or enemy one and attack if it is a foe. dangerous degree of competition and lack of cooperation between the Army and Navy resulted in developing a system in which the Japanese army planes would be shot down by their own Navy if it flies over the zone25. creating a knowledge enabled workspace is important to attract innovative brains. healthy competition and comprehensive deployment are important for translating innovations and advancements into business results. revealing all technological information and pointers to knowledge experts24. Hidetsugu Yagi. Tom Osborne.Organizations today acknowledge. The frustration and humiliation made Osborne walk out of the organization and pursuer individual research on calculator design. As knowledge driven organizations look up to manage attrition rates they need to address the issue of committed employees frustrated by organization practices and policies. The zest to attract knowledge fades within the organization and often organizations fail to recognize the greatest innovation within. So they compete with each other on positioning the organization in the market and promise greener pastures for prospective employees. In knowledge based organizations the employees attach more loyalty to their practice than to their employer. A frustrated employee is a greater threat to an organization than a sad employee. the director of Japan’s civilian research during second world was instrumental in developing the incendiary balloons across the pacific. the HP . They understood Yagi’s freedom was seriously undermined and he was made to work on projects which he himself knew were infeasible. the calculator giant on the 60s. a graduate from University at California at Berkeley joined SCM. Proper communication. This frustrated Osborne and around this time he had a chance to meet Paul Stoft. During the Second World War the Japanese navy developed a product called IFF. The case of Tom Osborne is an epitome example for knowledge walking out of the organization with a half baked product. another calculator giant after many rounds of negotiation Osborne realized that the company was interested in buying his technology in order to kill his product rather than to develop it. Every thing is fine. It comes to a flashpoint when rationale of practice is compromised or rather surrendered to authority. Osborne was hired to evaluate the possibility of using Nickel off-spec diodes instead of traditional diodes on its electronic calculators. The poor communication. While talks with Friden Corp. The mindset of the people and the process and the practices of the organization play a key role here. Yagi was a leading expert on antennas and his reflector antennas are used in televisions even today. thousands of patents and most innovative employees. but at times they do not translate into business results. Yet Yagi became a very cooperative to the American soldiers after his surrender. This made him turn against his former bosses and a patriotic Japanese scientist turned into an invaluable catch for the Americans. Many companies advertise that they have the best technology. Identification of Friend or Foe. Osborne developed a prototype and did performance study on the product.

With globally dispersed workforce organizations need to explore video conferencing and a shared space for sharing stories with a minimum structure to facilitate their recall but improve creativity. Though Wozniak tried to convince his seniors. Bill Hewlett signed the letter allowing Wozniak to take his product from HP27. Though Steve Jobs made an offer to Wozniak to join him and produce the computer. He shouldered the responsibility of delivering the game. HP integrated Osborne’s Green machine hardware with McMillan and Volder’s CORDIC algorithm and produced one of the greatest calculators of the time much appreciated by its customers26. Stoft invited Barney Oliver. With avid interest in programming. hat wearing process and logical thinking were getting erased from the organization’s memory. This was the time HP was expanding to computer markets and buoyant with the success of HP-35 and HP-65. Spending his leisure time trying out newer products at Atari game room he developed interest in programming for consumer applications. . Conclusion As organizations evolve over time it is often the most responsive organizations which ramp up with the environment and sustain success. Organizations need to recall their best practices and adapt them to real life scenarios. Finally he wanted the company to allow him to use the technology on his new venture the greatest proponent of innovation and ideas at HP. Wozniak developed his computer and along with another Homebrewer and HP colleague Myron Tuttle. made a presentation to his bosses at HP about the computer they have developed. ‘Breakout’ with Steve Jobs though Jobs took the money and recognition of the product. the head of HP labs to watch Osborne’s presentation.Manager through one of his contacts. Steve Wozniak joined Advanced Products Divisions of HP and was happy with his work and life. Impressed with the idea of ‘Green Machine’. The growth of organization and focus on specific product lines have made HP loose an opportunity which would have given the company a path breaking entry into the markets of personal markets. Wozniak joined the Homebrew Computer Club. Organizations need to develop a culture of sharing and evolve practices and policies to capture expert’s tacit knowledge. his ides was rebutted saying HP doesn’t want to be in this market. A calculator watch codenamed Cricket was at its final stages of development. Also the organization was growing too large and showing signs of hierarchy and individual aptitude in decision making. It was a club of computer fanatics who meet every month swapping notes and helping each other. Practices like coordinated decisions. Wozniak relentlessly to convince HP on his product. Rest was history with Apple becoming a new era in personal computer markets. Organizations also need to share failure and stories about future to inspire and prepare listeners to innovate and sustain learning within the organization. Organizations need to develop the best practices across departments at all times and need to make conscious effort to sustain the practices they have developed over time.

Page 181-184. CEO conference. Stock option . Hidetsugu Yagi. Fund for research – Page 208.Page 93. Page numbers are mentioned with each reference 1.Page 75 10.Page 41 2.Page 191-192. 13. Deal with Hawkins. 21. 11. Silicon valley – Page 135-137. Steve Wozniak. Japan HP.Page 229.Page 48 6. 18. Identification of Friend or Foe.Page 159-160. 4. 5. 14. HP Stanford Honors program – Page 115. Family gift – Page 130 – The HP WAY. 26. 144.Page 337 8. Experience at GE. Corporate Headquarters at Silicon Valley.Page 172. 24. Company picnic – Page 125-127. Chuck Jones. Loyalty – Page 83-86. Hewlett padlock snap – Page 104-105.Page 117. Beer bust – Page 129. 20. 19. 23. Chief sound Engineer Walt Disney. Sales devision – Page 195-196. 12. Jack Melchor. Industrial visits. Page – 92. 17.Page 225. 15. Hat wearing process. Tom Osborne.Page 277-280. 3. Japan Civil research head. 16. 9. 7. 25. Nine-day fortnight – Page 251-252.Reference: All references are quoted from the book BILL & DAVE – How Hewlett and Packard built the World’s Greatest Company. Colorado research center. .Kenzo Sasaoka – Page 169-170. Corporate Diplomacy – Page 305-308. 22. 27. Dismissing Employees – Page 249-250.

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