I read this book to better understand the culture of my new employer, the Hewlett Foundation. The late Dave Packard wrote this book at age 83 in 1995. From a one-car-garage company to a multibillion-dollar industry, the rise of Hewlett-Packard is an extraordinary tale of vision, innovation and hard work. Hewlett-Packard's success owes a great deal to many factors, including openness to change, an unrelenting will to win, the virtue of sustained hard work and a company-wide commitment to community involvement. Such as the dawn of the internet age, its subsequent boon and their merger with Compaq. As the title indicate this book is about the story of Hewlett Packard as told by one of the founding partners David Packard.
The only way to turn potential into higher levels of achievements is to continuously change. He also shows how a technology company was able to survive many rounds of revolutionary changes- from being an instrument company servicing the scientific company to being the number one printer company to go on and dominate the personal computer business, by adapting and embracing change. One reason for that, Mr. In areas where I have experience, this book was sloppy with facts, and at least once totally wrong on a significant point growth rates first 40 years versus next 15 years. In defining the objectives for their company, Packard and Hewlett wanted more than profits, revenue growth and a constant stream of new, happy customers. Through all of their success, Mr.
Two very simple men started something huge. And Hewlett-Packard has produced thousands of innovative products for millions of customers throughout the world. The E-mail message field is required. But as he highlights the company has changed as the times require so. Containing over 140 easy-to-read articles, brand-new Viewpoints from people who've been there and done it and lived to tell the tale , and an extensive information directory this fully updated guide offers help on all aspects of starting and growing a small business.
Some had benefited from it's including myself. Additionally the division structure that Dave A decent book. Unfortunately, this book reads as if it was hastily put together to cash in on the business book trade. After graduation, Hewlett and Packard decided to throw their lots in together. In the fall of 1930, David Packard left his hometown of Pueblo, Colorado, to enroll at Stanford University, where he befriended another freshman, Bill Hewlett.
They tossed a coin to decide whose name should go first on the notice of incorporation, then cast about in search of products to sell. Please see for further details. There was also the willingness to listen to customers and to strive to stay on top of an evolving marketplace. This bestselling classic joins the Collins Business Essentials line-up with a new Note from Steve Jobs. Always sensitive to the needs of its customers and responsive to employee input, Hewlett—Packard earned massive steady growth that far outshone its competitors' vacillating fortunes, even with radically different products from those responsible for its initial boom.
Nor did I know that Dave Packard worked in the Department of Defense at the height of the Cold War and Vietnam conflict. Packard was better trained and experienced in manufacturing processes. I picked up a copy cheap from a library used-book clearance sale. They did, enjoying longer weekends and temporarily tightening their belts until the economy improved and everyone went back to full time employment without having had to lay anyone off. Conceived in 1939, Hewlett-Packard earned success not only as a result of its engineering know-how and cutting-edge product ideas, but also because of the unique management style it developed. But at the end, I felt I would've been more satisfied if there were few more pages with little more details.
This had all come about by a combination of factors. In this book, David Packard tells the simple yet extraordinary story of his life's work and of the truly exceptional company that he and Bill Hewlett started in a garage 55 years ago. For entrepreneurs and managers alike, the wisdom found in these pages is invaluable if they want their businesses to gain steady growth and consistent success. From the earliest days of their partnership, the founders showed a deep trust in people and this trust led to the formation of decentralized business teams. Decades before today's creative management trends, Hewlett—Packard invented such strategies as 'walk—around management', 'flextime', and 'quality cycles'. I would love to see a revision to this memoir.
Decades before today's creative management trends, Hewlett-Packard invented such strategies as 'walk-around management', 'flextime', and 'quality cycles'. This has been a basic policy from the very beginning of our company, and we expect it to continue in the future. I can do better, and this book has inspired me to do so. From a one—car—garage company to a multibillion—dollar industry, the rise of Hewlett—Packard is an extraordinary tale of vision, innovation and hard work. Being short, most in the target audience can fit it into their busy schedules, but depth and explanation are lacking. Their approach to many business problems was straightforward. The two men were always careful planners, never attempting more than they could handle.
In turn, those objectives become the day-to-day guide for decision-making. I remember choos I read this book to better understand the culture of my new employer, the Hewlett Foundation. They tossed a coin to decide whose name should go first on the notice of incorporation, then cast about in search of products to sell. Nothing revolutionary in the context of contemporary management ides and techniques. It's not badly written and doesn't contain any glaring detriments; rather it is stark and simplistic. Reading this book is like viewing back the history on how 2 greats man had build one of the world greatest engineering firm with their dream and passion.