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I started my EE career in the bay area in 1978. Before retiring in September, I had worked for 3 companies. Each one modeled itself in the HP style. The culture

I started my EE career in the bay area in 1978. Before retiring in September, I had worked for 3 companies. Each one modeled itself in the HP style. The culture of each made life at work tolerable if not actually pleasant. All 3 were very successful as businesses. Management in each was competent, cared about their employee, and cared (very much) about our customers. In my 3rd company, we were purchased by a large, multibillion dollar company who most definitely did not continue in our previous mode of operation and made going into work a whole lot less desireable. It was one of the reasons I decided to leave. In my opinion, HP was successful because of the HP way.

cogman10 5y ago
I worked at HP circa 2010ish and yeah, HP was initially successful because of the HP way. It was sunk because of standard corporate practices. They've not had a CEO since the founder that has rediscovered the HP way. It's funny because HP has become exactly the company Dave Packard said they didn't want to become. > In other words when we discuss supervision and management we are not talking about a military type organization where the man at the top issues an order and it is passed on down the line until the man at the bottom does as he is told without question (or reason). That is precisely the type of organization we do not want.
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