The HP Way

"It soon became apparent that the instructions the engineering department gave the factory people were not adequate to ensure that every step would be done properly."

"From our efforts in building various devices we'd made a little money, and in the back of our minds was growing the notion that just maybe one of these devices could be developed into a viable product."

"In those early days Bill and I had to be versatile."

"As our company grew during World War II, so did our line of products."

"Bill and I felt strongly that if our managers and supervisors were to be guided by written objectives, they should have a part in developing them."

"Any organization, any group of people who have worked together for some time, develops a philosophy, a set of values, a series of traditions and customs."

"Our ability to properly serve our customers, to finance research and development, to offer rewarding employment opportunities, and to make contributions to the communities all depend directly on our ability to generate an adequate profit."

"Right from the beginning, Bill and I knew we didn't want to be a me too company merely copying products already on the market."

"The essence of customer satisfaction at Hewlett-Packard is our commitment to quality, a commitment that begins in our laboratories and extends into every phase of our operations."

"Especially in a technical business where the rate of progress is rapid, a continuing program of education must be undertaken and maintained."

"As the company moved to a group structure, I stressed to our people that this change did not represent any deviation from our traditional philosophy of management."

"No operating policy has contributed more to Hewlett-Packard's success than the policy of management by objective."