With Those Words Bill Hewlett Opened the 17Th Annual Hewlett-Packard

With those words Bill Hewlett opened the 17th annual Hewlett-Packard man agement meeting, a two-day gathering of 61 officers and general managers near Carmel, California, late last month. Theme of the meeting: The challenges in becoming a billion-dollar company.

www.HPARCHIVE.com A restatement...

by Bill Hewlett, president planation of why we need to be re initiative at all levels, then we have and chief executive officer freshed-so that we can meet each to be sure that we continue to at other and really try to learn how tract an increasing number of good "Structurally, we are a highly di this company is operated, and to talk people. versified organization, with inde about our common problems and "To manage the various functions pendent divisions that, in turn, are goals. that make up this company we wiIl formed into groups. "Another important aspect is to need a steady supply of well quali "In this situation, there are two review our ability to do a job of fied people, and we need to train possible ways to go. We could allow planning. Long-range planning, as them adequately and give them op each division or group to operate as such, is a fairly recent development portunities at a very early stage to completely separate businesses. Un at HP. We started it about five years experience the problems of manage der this arrangement life would be ago, and we have found it is some ment. much simpler-each would have its thing you don't learn out of books "At this point I'd like to share own profit center, and you would but rather by doing. some of the thoughts we discussed simply observe how each was doing. "This brings up the question of during a recent product review at "No doubt we could be very suc where we are going. We will be Loveland Division. It was a particu cessful at that-but I think we would looking at various forms of that larly memorable meeting for me be then be just another company. question during the next two days, cause I really experienced a sense of "On the other hand, our strength but of all the problems we'll discuss, what this company is all about. lies in the fact that our divisions the most persistent that I see ahead "In looking at our projections of have real freedom of choice in their occurs in the 'people' area. Being the growth-they were just hard to be operations, yet we have learned to kind of company that we are, with lieve. When we were a million dollar talk across these divisional and a high degree of autonomy at the company, we said: 'We can't pos divisio~ group boundaries. This has enabled and group levels, as well as sibly double the number of osciIla us to share our problems and our belief in the value of individual tors that we make and sell: Yet we strengths, thereby building a much more than doubled it. Then when we stronger company. reached ten million dollars in sales "If we do operate on this basis we didn't see how we could grow then that alone is an excellent ex-

www.HPARCHIVE.com much beyond that level. Yet we went to 100 million-and now 500 million. "The growth curves that we see today make you wonder how we are going to go from 500 million to a billion. "These are very big numbers-so that before the end of this decade we are going to have to repeat or recapitulate the total effort that was made over the past 30 years. "Yet, as you go around the vari ous divisions, as I did recently, they impressed me greatly. I saw remark ably forward-looking things going on-the kind of creative engineering thinking that leads us into new areas as well as strengthens our position in traditional areas, making it pos sible for our growth to occur. "So I must say that-although there are a lot of problems, and we must talk about them-I really feel that if we keep this initiative-this creativeness not only in engineering but also in marketing, quality of manufacturing and other aspects such as financial planning-then these big numbers are not a pipe dream but reality. But it's going to take an awful lot of hard work:'

www.HPARCHIVE.com ...a reaffirmation

by Dave Packard, things. Bill has mentioned the im as a fact of life that some people do chairman of the board portance of people. It's certainly not accept any business enterprise true that in the long run the success wishing to grow in a new area. This "Early in the history of the com of the company will be determined is further reason ,to recognize that pany, while thinking about how a by the abilities of the people at all we do need to participate in the ac company like this should be man levels. By giving people that oppor tivities which form a sense of com aged, I kept getting back to one tunity, they will contribute with that munity and help shape its opinions. concept: If we could simply get extra enthusiasm that is so important "In looking at long-range plan everybody to agree on what our ob to this company. We have to keep in ning, I think it has a very important jectives were and to understand mind the thought that everyone is use for us-that of being prepared what we were trying to do, then we doing an important job. We all have for things that are likely to result could turn everybody loose and they certain things to do, but that doesn't from our other activities. But I would move along in a common di mean that anyone person is more don't think planning is the cause of rection. In many ways I think that important than another. growth-we can get carried away in has been the philosophy of our com "One of the things we started thinking that planning is reality. The pany. talking about early was the fact that fact is we are very close to being "We also decided to sit down and we had a responsibility beyond mak where-ten years ago-we said we write out those objectives. At one ing a profit-that we have responsi should be today. But we certainly point we debated a bit about what bilities to the community in which aren't there for any of the reasons should be first. I stated my belief we live, and our success will be de we understood then! that profit was one measure that termined in some measure by the "Very clearly, a large share of our made the other objectives possible, environment in which our company profits and growth have come from and that it was really the best over existed. products and developments that we all measure of how we operated as "That concept has become much did not anticipate at that time. a company. Profit allows us to more widely accepted-30 years ago "So as I see these things, it's the provide the environment in which if you made a statement that you development of a better product that everyone can contribute their talent had an obligation to the community, largely determines where we are go and ingenuity, and to achieve their many businessmen would have said ing and where we are successful. It's personal goals. it wasn't so. "But this doesn't mean that we "I think this responsibility to the overlook the importance of other community is going to become more important. As a result of some re cent experiences we have to accept

www.HPARCHIVE.com just not possible for us to turn an indifferent product into a success by marketing skill alone. "Another lesson we've learned again is that we can't sell something that isn't developed. I spent a lot of time talking about that subject when I was back in Washington. "There are other lessons and problems to consider: Getting im portant developments into produc tion·in timely fashion; understanding and controlling inventories-compa nies have gone broke letting their inventories get out of hand. "One new problem we face is that we now have a broad enough base that some trouble spots might easily be covered up. Things might look so good overall that we fail to get in and control our problem areas soon enough. "If we are to continue operating on a decentralized basis as we grow, then we need to understand these things-and do our homework in a thorough fashion:'

www.HPARCHIVE.com Some comments steady, sustained growth, with the have a big job ahead of us in plan and cautions ... international portions of these areas ning. having the largest share of the gain. "And in my view the biggest job by Ralph Lee, "One area we will need to review we face is that of training people executive vice president carefully is the cost of administra the 20,000 or so people-who will tion. This has moved up well ahead join us during the next few years in "Looking at 1973 performance to of target, due mainly to some in filling new jobs as well as replace date, orders are obviously riding the creased order-processing costs. Mar ments for normal attrition. The HP crest of a wave. In particular, orders keting and selling costs are also way of doing things needs to be ex for the pocket calculators are very high-at a faster rate than ship plained, and it takes some time to strong, especially international or ments. understand it, to appreciate it and ders for the Model 35 because we "One problem that has affected to practice it. But this is well worth have realli just begun to promote it all of us is inventories-and it's just doing in order to keep the kind of abroad. as complex as can be. The problem successful, informal and adaptive "At Data Systems, Paul Ely is go got started right at the outset of company that we are-even as we ing to have his hands full with a 1973. Deliveries by outside suppliers grow large. rapid growth rate that will have a began to slow down, forcing us to "In doing our planning we will major long-term effect on the com work around shortages and to accu have to consider a number of vari pany. Again, international orders mulate a lot more work in process. able factors. for our computer products are very "The cost of inventories has con "In spite of claims that we are high. sequently moved sharply higher, and part of a 'managed economy; we "Traditional instruments are still we are going to have to do some can expect continuing periods of in the heart of the company, amount thing about if' flation and deflation, tight money ing to more than half of volume, and easy money, devaluations and with good growth rates and a per revaluations. In fact, the only con formance well ahead of target for sensus about the economy over the the year. Planning for people ... next couple of years is that there is "For the past three years, Medical by John Doyle, no consensus. Electronics has had the highest sus director of Corporate Planning "We can now see a much closer tained growth rate in the company. coupling between the U. S. economy Profitability has steadily increased. "There's no question that during the and the economies of other coun "In International, after a rela rest of this decade we are in for tries. Where there once was a lag tively flat period, we're now seeing a a period of significant growth-but time between related events of about real turnaround. In fact, the growth not necessarily at the same rate we a year, it now is closer to six months rate for International has forged have experienced over the past 18 or less. into a lead over our U. S. rate, driv months. "All in all, we need to do our plan ing the whole curve upward. "The forecasts prepared by all HP ning carefully. We need to worry "Other areas, including Analyti organizations indicate that during about the effective ingredients of our cal, Service, Delcon, Parts .and that period we will pass the billion business-the people, the cash, and miscellaneous operations all show dollar a year mark, that we will have the land. Most of all, the people:' a worldwide employee population in the neighborhood of 40,000 peo ple, arid approximately 10 million square feet in facilities. "Even if these forecasts are opti mistic for the short term, we still

www.HPARCHIVE.com opportunities profit performance, and concentrate on those fewer areas where we can for growth . .. clearly make a contribution and get by John Young, paid for it. vice president, general manager "Distance measurement-DMI of Electronic Products Group has come a long way in building a forward looking business over the "In reporting on the projections of past three years. They have a very our divisions, it is encouraging to see aggressive new product program un that there obviously still are many derway, with good growth and prof opportunities they will be pursuing itability prospects. in the years ahead. As historically "Our traditional instrument prod has been the case, there are more uct lines are projected to become a things we could do than people or half-billion dollar business over the money to do them so it's vital that next several years. Digital testing we concentrate on solutions to the and logical troubleshooting in par real problems of the future. ticular will have a major impact on "Plans developed by the man products from a number of divi agers of our EPG divisions show a sions. We also see communications doubling of orders over the next and related measurements as an at four years. This may be optimistic, tractive area. At the same time, we but let's see what is revealed by an will see maturing markets in some examination of the individual seg products areas, and there is a need ments of our EPG 'store': to further develop solutions to cus "Components-optoelectronic and tomer problems in industries new to display products together with high electronics such as automotive. frequency components-are forecast "One point I would like to urge is to grow very rapidly in 1974, and that managers become more person at a slower, but still significant rate ally and directly involved in the in succeeding years. The broad and planning being done in their divi growing technology base of the com sions and departments. It's impor pany provides many new areas to tant that they have a hand early in consider for growth opportunities the planning cycle and that they for components. communicate management's view "Systems is an area that has point, rather than acting chiefly as grown very rapidly, and there are a clearing house for plans prepared many opportunities to take orders by staff people in engineering, mar and put complex computer based keting and manufacturing:' measuring solutions to work. But we must look more closely at the bal ance between growth and current

www.HPARCHIVE.com Back to fundamentals . .. areas; and stress clearly defined tient monitoring, or ICU, and this product contributions that are prof has done very well for us. However, by Bill Terry, itable and not just different 'conveni several of the newer lines, such as vice president, ,general manager ence versions' of another division's x-ray, respiratory ca;e and perina of Data Products Group products. tal, will grow at an even faster rate. "Calculators, of course, are a very "Our entry into the medical x-ray "I think there really are great mar bright spot for HP now and we can business through the acquisition of ket opportunities for small computer look forward to a lot of very good Femcor (now the McMinnville Divi systems, and each day's experience new product contributions forth sion, Oregon) gives us great poten brings new opportunities. Therefore, coming from Advanced Products tial in a $500 miIlion-a-year market. I think we can realistically project and Loveland. "Our perinatal products represent good growth for our computer busi "Overall, we have a lot of very one of our fastest growing and most ness. good people to help us do what profitable lines. HP GmbH at Boeb "However, the size and growth we have to do. 1974 will be a year lingen is responsible for these prod rate of HP's data products activities to become more efficient and get cuts which are gaining wider and has rededicated many of us to keep greater returns from the investments wider acceptance by the medical ing this growth objective in proper of the past. It will be quite a big job, profession in the U. S. as well as in perspective with other HP funda with plenty of challenge for every Europe for fetal monitoring before mentals such as profit. one~' and during childbirth and for neo "The present challenge is in rais nate monitoring after childbirth. ing the level of profitability in the "Another growing area for HP is Data Systems area. Here, invest in medical computer systems. The ments.in R&D and marketing have Meeting application of computers to clinical medicine for patient care is one of been deliberately high. What are we n men n eds ... going,to do' about this? ' the most important last frontiers for "First, we have to re-emphasize by Qean Morton, computer technology. And the com HP fundamentals of making a sound vice president, general manager bination of our medical and data technical contribution with a prod of Medical Electronics products capabilities gives us' an im uct that is clearly better than any portant advantage in this area. Dean Morton, made it clear he and one' else's. "Externally, a basic force that his'MED people feel very optimistic "Then we have to surround it will be felt throughout the period of aboutreaching their five-year growth the plan is the level and nature of with the required investment in mar objectives: keting and manufacturing. This ap health-care expenditures. On the "Our whole position in the indus proach has worked well for HP in plus side, the goal of many countries try is stronger than ever before. the past, and is just as applicable to around the world is to provide qual "The most important single por computers, even though it means ity care for all at the lowest possible tion of our medical business is pa- keeping the task well defined and cost and this implies a continued ex doing a few things well. In doing pansion in hospital use of modern this, we are not going to be able to equipment. On the other hand, we do everything that everyone wants. "Finally, we've got to take a harder look at the so-called 'gray

www.HPARCHIVE.com are going to see much more govern ourselves some time ago. It is now ment involvement in the area of our basic GC line with very good device safety and standards and a customer acceptance-to the point growing concern for costs, with gov where we are now leaders in GC. ernment stepping in to review capi "The 5930 GC-mass spectrometer tal expenditure plans. combination looks like a real entrant "In the U. S., the regulatory ac in new markets related to drug de tivities of the FDA are probably go tection, drug treatment centers, pol ing to slow down the introduction of lution detection and the like. The some new products. Device legisla GC unit is used to sort out the ma tion hasn't been passed yet but no terials in a sample, then the mass doubt will become a fact of life that spectrometer does a very sophisti we will have to deal with. Although cated job of identifying the compo some of these factors may cause us nents. temporary problems, the fundamen "The Hupe & Busch liquid chro tal need for technological advance matograph line brings us a very ment in medicine is too important powerful technique, one that will and too tied up with progress in receive lots of attention. In process health care delivery to be denied:' control applications, for example, an LC can get results in a couple of minutes that could take 45 min ew fon utes by thin-layer chromatography. "We are also looking at new areas by Emery Rogers, of interest-new markets and new general manager, approaches to existing markets. We Analytical Products are also putting a big effort into strengthening the support of our Some of the high-powered "vehicles" after-sales service:' that are expected to help transport .HP's analytical products team to substantially higher levels of growth and profitability were described by Emery Rogers, general manager of J I the Avondale-based analytical team: "Let's start by talking about the • 5700 gas chromatograph series. This line has been good news to us-the payoff of a new direction we set for

www.HPARCHIVE.com A proper return ... Strength that do not necessarily fit within our existing channels of distribution-or by Ed van Bronkhorst, through cooperation ... that cross over a number of them. vice president and treasurer by Bob Boniface, "There are no easy solutions to "I remember years ago that Dave vice president-Marketing this; while it is relatively easy to reorganize the company, it is rela Packard said this company wasn't ."Now that three years have gone by tively difficult to reorganize our cus going to become big for the sole since HP launched a major restruc tomers. purpose of being big, that we should turing of its marketing organization, "However, on the premise that we grow only if we could make a con it's a good time to assess that change do want to preserve our basic organ tribution and do it profitably. and to comment on its future. izational structure, our fundamental "We should never forget that. Yet "As a result of restructuring, the philosophy and our uniqueness, we he~r about such things as 'estab company employed what is called a there are some things we can do: lishing a market position' for a prod 'product definition' in its selling ap "We need to be sure to recognize uct, but without hearing nearly as proach. At that time, we established and give full credit for product con much about making it pay its way. seven sales forces, with each sales tributions throughout the company. "Quite frankly, we need to put force selling specified products to "We need to be sure our system more emphasis on improving our all potential customers regardless of encourages the free flow of products profit margins. Years ago we used the business category or market they to markets and doesn't establish to think in terms of 10 percent after were in. artificial barriers within HP. taxes. A proper number for ROI (re "Later, we became aware of the "We need to think in terms of HP turn on investment) was 20 percent possibility of generating competing having eleven channels of distribu on an annual basis. We did reach products or competing solutions to tion rather than eleven independent that figure in 1965, but since then customer problems in several areas. sales forces with overly restrictive we've drifted off that mark. Yet this As this situation occurred, our an charters. is the most critical figure we deal swer was to shift our customer defi "And we need to think of quota with. An ROI at 20 percent would nition in those areas from a product credit as only one of the measures enable us to pay as we go without to a market approach. The goal was by which we evaluate performance having to resort to borrowing or to give us greater emphasis on a of the individual field salesman. His other forms of outside financing. more in-depth understanding of total sales contribution must be rec "To get the curve moving upward these businesses and provide a total ognized if we are to foster the high again we have to be sure that we get problem-solving approach. degree of cooperation existing be a satisfactory return on the many "Today, with eleven sales-force tween field people representing the fixed assets-the buildings and fa categories, we employ a modified various disciplines. cilities-we invest in. This is par market approach in three such cate "I believe our basic sales structure ticularly true now with so many gories-systems, data systems, and is responsive to our multi-business, building programs underway and the civil engineering (distance meas international sales requirements, with building costs at almost twice uring) markets. keeping in mind that continuing the level of the late sixties~' "In all of this, one of our chief modification and flexibility will be strengths has been the broad com needed. mon base of .HP technology. Yet, "Overall, it is important that we today, it is that same strength-HP's preserve our independent spirit of inter-related technology-that is pre enterprise while we also maximize senting us with a big marketing our common corporate resources challenge. It does this, in part, by and opportunities through coopera generating products and solutions tion. In my opinion, these two ob jectives are not inconsistenf'

www.HPARCHIVE.com Decade of growth ... best reputation, the best training, and more innovative approaches in by Dick Alberding, manufacturing. director of European Operations "Overall, Europe is going to be come a high-cost, highly protected "Europe in 1980 will not contain marketplace. For us to compete ef too many surprises for us, nor will fectively there and to gain greater it require any significant changes in acceptance, we must continue em course direction than what we are phasizing o~r local national charac doing now. But it will challenge us as ter. We must deliver a completely one of HP's most dynamic markets. localized service to our customers. "Among the conditions we face "But above all, we need to be sure by 1980 will be 130 million more that other priorities do not displace consumers in the 17-country mar HP's management style-its concern ket-a total of 350 million people in for people:' what will probably become the free world's largest economically ad vanced market relative to geograph Closer to customers ... ical size. On the other hand we by Carl Cottrell, face a wide range of national and re deputy director, gional differences-including widely International Operations varying cultures and customs, ten currencies and ten languages, and "In serving the worldwide markets even five different TV-broadcasting of 1980 we are going to have to get technologies. a lot closer to our customers as well "Economically, we're looking at as the HP people in the field. a prospect of 5 percent real growth "To do this, Intercontinental Re annually plus 5.5 percent for infla gion* (Icon) will undertake a strat tion. egy of decentralization that even "The key message in Europe to tually will result in area general day is labor scarcity. This looks as managers and technical support be if it will continue to be a major fact ing located on site rather than in of life, one that may be compounded Palo Alto. by demands for a shortened work "We will also have to give seri week. ous consideration to more local "We can also expect to see more manufacturing, setting up opera devaluations and revaluations of tions where that becomes important currencies. in overcoming problems of protec "All of these factors obviously tionism or for better proximity to will have a big impact on the com customers. pany. Coping with the scarcity of "At the same time we hope to be labor is going to require a lot of able to communicate readily with planning effort if we hope to hold the worldwide HPIC organization and attract good people and to im with equal ease as we now commu prove the efficiency of our facilities. nicate between Geneva and Palo To do this means we must have the Alto:'

. Serving HP international markets outside of Europe. 11

www.HPARCHIVE.com Six simultaneous workshop sessions (each held twice) plus informal gatherings gave participants at the HP meeting a real chance to swap a wide range of management experiences and views:

www.HPARCHIVE.com GENERAL MANAGEMENT FINANCE MANUFACTURING Broad questions relating to orienta The two finance workshops headed Ralph Lee, executive vice president, tion of new people, profitability, by Ed van Bronkhorst, vice presi and Jim Ferrell, general manager of • planning and compensation policies dent-Finance, and Jerry Carlson, Manufacturing Division, tackled the were reviewed by the workshop led manager of Corporate Accounting, tough and timely problems of inven by John Young, vice president and considered the key questions of re tories and production targeting in EPG general manager, and Bill turn-on-assets and return-on-invest their workshop sessions. Among Terry, vice president and general ment: What should they be? It was approaches to these problems were manager of -Data Products Group.' generally agreed that the company more and better long-term planning The company has a catch-up ·job to should pay for growth out of its own of production, and more local con do in its orientation of new people, funds-that we should be able to de trol and responsibility in the case of having hired record numbers this pend on profits rather than loans. inventories. Another discussion cen year. The use of some new mass Discussion also focused on the ques tered on the "people problem;' par communications techniques such as tion of how to account for acquisi ticularly the important role of the videotape can help. But it concluded tions, and methods of developing first-line supervisor. The workshop that there is no substitute for the better views of assets and operations pers also talked about the potential face-to-face com~unication that is at the local management level. effects of the energy crisis on HP, so much a part of the HP tradition the problem of keeping facilities and style. apace with growth, and sub-con tracting relationships. (continued)

Don Cullen (Loveland-Manufacturing) Ed Shideler (Loveland Facilities) Jim Ferrell (Manufacturing Div., Palo Alto) Doug Chance (Santa Rosa Div.) Paul Stolt (Electronics Research Lab., HP Labs)

\ Don Schulz (Loveland Instrument Div.) 13 Marco Negrete (EPG-Microwave) Rod Carlson (Stanford Park Div.)

www.HPARCHIVE.com PLANT EXPANSION AND SITES PERSONNEL MARKETING When should a division begin think The problems of hiring, integrating Bob Boniface, vice president-mar ing about an expansion site? Discus and developing large numbers of keting, and Jim Arthur, general sion on that point led off a workshop people on a worldwide basis were manager of Customer Service, led chaired by Bruce Wholey, vice pres reviewed at length in discussions discussions that ranged widely over ident-Manufacturing, and Paul Ely, led by vice presidents Ray Demere the field of HP's marketing pro general manager of Data Systems (EPG-Operations) and Ray Wilbur grams. In particular, they talked Division. Their oonclusion: the (Personnel). It was noted that in about the new Marketing Council. search should begin well before the some areas of the company more Formed earlier this year, the coun present plant is half full. Regarding than half of the people were rela cil is made up of marketing man financing of new facilities, the work tively new, and that projections in agers from each discipline, plus shop endorsed the present policy dicate still further major increases International, group, region and of self-financing as a self-discipline in the percentage of new people. Corporate representatives, with the that's healthy for a division-in keep The workshop concluded that HP basic purpose of reviewing HP's cor ing with HP objectives. It was noted faces a big task bringing these peo porate-wide policies. The council that, in the long run, there was little ple "aboard"-in acquainting them recognizes that the various disci if any worldwide difference in the with the HP philosophy. The work plines share a large common cus cost of establishing facilities. The shop also reviewed compensation tomer base, hence there is a need workshoppers also agreed that our philosophy and practices, progress for continuing intercommunication present optimum size for a site-l00 in equal opportunity programs, and and cooperation. The council is also to 150 acres-was about right. the "generation gap:' functioning to resolve potential con flicts between the product areas.

" 1 I,; Jerry Carlson (Corporate Accounting) Bill Doolittle (VP-International) Dave Kirby (PUblic Relations) Hal Edmondson (Colorado Springs Div.) Dave Packard (chairman) Dick Love (V-HP)

Fred Schroeder (Data Systems-Europe) Dennis Taylor (HP Ltd.)

14 Paul Ely (Data Systems Div.) Dick Anderson (Automatic Measurement Div.) AI Bagley (Santa Clara Division)

www.HPARCHIVE.com Things to do and not do in avoiding legal pitfalls and problems in business were reviewed by John Chognard, Corporate general counsel. The gist of his message: get in touch with the legal staff if any legal involvements are anticipated-the sooner the better.

Jim Arthur, Manager of Corporate Customer Support, reviewed the current trends in replacement parts and customer service. Important factors in both areas include the size, rapid growth and increasing complexity. HP uses more than 400,000 individual parts in its manufacturing operations. He noted we must improve the distribution and utilization of replacement parts inventories in both the parts centers and sales regions. HP has an outstanding service organization, but even closer cooperation and planning between the service organization and manufacturing divisions will be required to meet the customer demands of the future.

A series of workshop meetings between HP's R&D managers last April reviewed some significant directions in the technologies employed by the company. This was reported to the general management meeting by Paul Greene, director of HP Labs' Solid-State Lab. Among the major points discussed were: technical problems of dealing with global standardization of the new computer interfaces-the so-called ASCII bus; and the importance and potential impact of the various IC technologies.

www.HPARCHIVE.com Like son, like father...

With so many new faces coming into the company, and with so many of them young people brought up on the new life styles and attitudes of recent years, has any "generation gap" shown itself within the company? That was one of the questions discussed in a workshop on personnel matters during the recent HP management meeting in Carmel, California. The participants, a cross section of general managers and Corporate staff people, concluded that, in fact, there was no great gap within HP. It seems that the people of longer service in the company tend to be parents of grown or growing children who have done a real missionary job in making their views and values known at home. And some HP managers and supervisors are young enough to be virtual contemporaries of the youthful newcomers. Is it possible that Generation Gap was just a minor detour, after all?

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