What I'd like to telllIP... 3 Four customers suggest ways that HP could do its job better, Who ya gonna call? 7 For millions, customer satisfaction begins with a telephone call. An interview with John Young Page 21 9 HP's president and CEO reflects on 15 years at the helm. A look back with Dean Morton 14 Measure profiles the man who went from marketing trainee to COO, YourThrn 17 Employees share their memories ofJohn Young and Dean Morton.
, UP and the five circles .~ 18 HP employees and equipment playa role in the Olympics. - I \ - - •
. -' ...' Rising expectations ~ r:, )k;~f. , " 21 Components sales are growing in the $1 billion Japanese market. .')-- ) __ II ~.l I ~ '1.• 1 + 1 = many • , I C" ._..' r1 25 HP Europe takes a 21st-century approach to management. Page 26 Reaching for a star 26 Margarita Fernandez shines as a movie star and employee. ExtraMeasure 29 News from around the HP world.
MEASURE
Editor; Art Director: Associate editors; Graphic designer; Circulation; Jay Coleman· Annette Yatovitz Comella Bayley Thomas J Brown Tricia Neal Chan Betty Gerard'
Measure is published six limes a year tor employees and associates of Hewlett-Packard Company. It is produced by Corporale Communications, Employee Communications Department, Mary Anne Easley. manager.Address correspondence toMeasure, Hewlett-Packard Company, 2000, P.O. Box 10301, Palo Alto, California 94304-1181 US<\ The telephone number is (415) 857-4144 Employees should reportchanges of address 10 ftleir local personnel department.
© Copyright1992 by Hewlel1-Packord Company. Material may be reprinted with permission. 'Member, International Association of Business Communicators (IABC).
Hewlett-Packard Company is an international manufacturer ofmeasurement and computation products and systems recognized for excellence in quality and support The company's products and services are used in On the cover: A new industry, business, engineering, SCience, medicineand educo1ion in approximately 100 countries HP employs era for HP begins on 90,000 people worldwide and had revenue of $14.5 billion in its 1991 fiscai year. November 1 when Lew Platt (right) replaces John Young. who retires
2 MEASURE Says Champion Products' John Pence, "If you guys can jump through it (the main frame marketplace). you can double or triple the size of your company."
What I'd like to tell HP.• • How can HP improve? ROCHESTER, New York-By introducing a new line ofhigh Just ask a customer. powered, competitively priced minicomputers, HP Ls causing information officers at major companies to reconsider their traditional reliance on costly mainframes. Champion Products, a leading producer ofpremium active wear and athletic apparel, is among the organizations swayed by the attractive combination ofprice and performance. Before HP entered the picture, Champion's Rochester, New York, headquar ters was linked to the company's dozen manufacturing facilities
SeptrJ1l1wf·(ktoher lllSJ~ 3 ...tell HP
through an information system driven LEASANTON, California-ComputerLand is a $3 billion by a Unisys mainframe. company and one ofHewlett-Packard's largest PCs and With the assistance ofa convincing HP sales team, Champion decided the peripherals resellers. UHP is a terrific company," says Ed best solution for its future computing Anderson, the president ofComputerLand. "But it could be even needs was to migrate to an envirorunent better." Here's how: ofnetworked HP minicomputers. "HP has a tremendous window of "We'd like to see HP take the marketing savvy and expertise opportunity in the mainframe market that it has demonstrated with its otherproduct lines and apply place," saysJohn Pence, Champion vice them to the HP Vectra PC," Ed says. "Our customers put less president and chief information officel: '1f you guys canjump through it, you value on a PC; they want a cost-reduced PC. The HP Vectra has can double or triple the size ofyour not been pliced competitively." company," Next suggestion: HP has a long, successful record ofsupply John is complimentary when he dis cusses his relationship with HP, saying ing ComputerLand with a high volume ofpopularproducts. But the quality ofdoing business with the during the last six months, that hasn't been the case with two company is "noticeablyhigher" than products: the HP LaserJet IIIP and the HP DeskJet 500 printers. what he has expetienced with others competing for his business. "Those are really important products for us, and we've got "But ifthere's one thing 1could tell HP," he says, "it would be to work harder to understand the mainframe world. Your average sales person and technical people don't really understand this complex beast ofhaving ma.ior applications alilunning on one box and how to break that down into a more modular environment. "I would like to see more leadership onyour side ofthe equation rather than having us try to figw-e it out." -DavidPrice
(David Price is the communications rrw,nagerjorHP's EasternSales Region-Editor)
ComputerLand's Ed Anderson tells HP, "Our customers put less value on a PC; they want a cost-reduced PC. The HP Vectra has not been priced competitively."
4 MEASURE purchasing, warehouse and sales people trained to sell them. Now all we need is the product," he says. Finally, Ed says, "we've got to find ways for both ComputerLand and HP to cut out our respective 'touch costs.'" Thuch costs refer to what it costs a com pany each time a product is handled or "touched" from the moment it's a.<;,sem bled to the point where the end user buys it (The way it works now, HP assembles PCs in basic configurations, packages them and ships them to ComputerLand. Ifa customer orders different configura tions than ComputerLand has in stock, the reseller must either unpack and reconfigure PCs on hand, or place a new orderfor the required configuration "YHP needs to continue to advise us on how to use our computer system more effectively," says Hideaki Nishijima, G.M. or Seklsui Chemical Co., LTD. while existing stock remains in the warehouse. Either way, it adds to ComputerLand's cost ofdoing SUKUBA CITY, Japan-To the people of Sekisui business.) Chemical Co., LTD., a house is much more than a home. Th lower touch costs, Computer Land's president suggei:lts that HP ship In fact, the futuristic research they conduct resembles PC components, instead ofassembled something more like the Starship Enterprise. products, to ComputerLand. "We have Sekisui's Housing Business Division, just northeast of Tokyo, the capability to assemble those components in whatever configuration designs prefabricated houses. Engineers and researchers at the our customers want, including adding General Housing R&D Institute compile data on construction any third-party solutions, such as techniques that entail both the highest safety standards and the chips, cards orsoftware," Ed says. -Steven Cavallero total comfort offuture home-owners. Machines simulate earthquakes and typhoons, and testing (Steven Cavallero is the Neely Sales rooms-including a meditation room-measure how harmon Regicm's seniorcommunications representative.-Editor) ically pleasing the home's interior is. Recently, the institute established SERIAL (System ofEngi neering Research and IndustrializationAimed at Linkage), an information system to tie together the stages ofR&D, concept design and production design. Using SERIAL, researchers can retrieve and examine every part and electronic drawing as they design houses. Yokogawa-Hewlett-Packard, HP'sjoint venture in Japan,
September-October 1992 5 ...tell HP
worked with St'kisui engim'{'rs to (Jt>Si~1 T. LOUIS, Missouri-HewJett-Packard's relationship with the dient-servf'r syst<'I1l, which uSPS t 111' EDS UNIGRAPHICS is so successful that in just four years, HP !:lOOO computer syst(·rn. "We are not professionals in Uwse HP ha.<:; become its No.1 workstation supplier. types of systems, and we didn't kll< IW The relationship has meant more than $50 million annually in if the YHP system could do what business between HP and EDS. The St. Louis-based company is we expected," says Hideaki Nisl1ijima, Sekisui genE'ral manager. "'1'11<' YI IP one ofthe world's leading computer-aided-design/computer people were wry en! husiastic in hdping aided-manufacturing suppliers. us achiew our goals." "When HP introduced the HP Apollo 9000 Series 700 work In what arC::lS ean YHP improve'? "SERIAL is th(' higW:'st computer.. stations, youjumpcd ahead ofthe competition in graphics system prqjed we've ever done at th(' and processing performance," says Bob Brandenstcin, EDS institutl:'," the G.M. says. 'THP n('('ds to UNIGRAPHICS platform manager. "Performance is a key issue continue to advis<' us (Ill how to use our computer systt'JTl more pffectivdy, and with our automotive and aerospace customers." on what technology YHP has undt'l Bob generally gives HP high marks as a platform supplier, d('velopn)('nt. "( )ur R&D engint'('rs say that t1wy but says that lIP's product-delivery system can he frustrating. also wish YHP's responsp time was "As a value-added reseller, we sell HP hardware and our fa.ster; that's an issup that could be sort wan' to ('ustorners," Bob ('xplains improved. "IIP shIps the h:.mlwille din'ctly to ttll' "Our ship has sailed, We eall rlPVl'1' customers, so a ('oordjnall'd dl'liv('I'j' go back to the harbor, YHP Jl(,l'ds to is important Thai's dil'lklllt hecause continue it.,,; enthusiasm, commitnwnt HP has so many manufacturing plants, and consultmg hdp l( I cnsun' that our W(,'r(' working with lIP to improV(' that." journey togeth('r is a successful 0111'," ]{l'cpntly, Ens (hdn't find out ahout an IIP prICC' reduction until a eustOJnl'r (MeaSUf(' awnk" !lfomof.;o Seki.IJa, (ira/(' pomted out that hc' ('ould blly Ow l'quip YHPpublic relatiONS sla[f,./iJl'lwrIwl]! ment fOI k'ss from IlP. "The prwl' (" hange with thi"featw'f'.. -EdilfJl) W:'LS e 6 MEASl!HE Everyday, their problem employees or question to Whoya working at HP call two or three peo centers, response ple before talking centers and sales offices get to the person who tens of t.housands of opportunilies could help. gonna to show customers that HP means At first, HP tried a single what it says about satisfying its HOO nurnbl:'r for all general customers. pre-sales inquiries. Rut in a company Customer satisfaction is an impOltant the size and complexity ofTIP, wit.h call? HP corporate ohjective. So is everything more than 12,000 product'>, that wae;n't HP does to increa..e;e customer satisfac efficient for HP or the customer. By Cornelia Bayley tion-from building high-quality prod Now, there is an "umbrella" 800 num uct.,,>, to offeling the best training and ber (800-762-0900) for gl:'neral pre-sales support. quest.ions, with sector-specific 800 num HP wants to ensure One direct way HP can satisfy cus bers beneath it that deal with special that the million-plus tomers is offering good service owr the ized product areas. All these 800 calls customers who phone telephone. When a customer calls HP, (80,000 per month) come into the call whoever answers the call is HP to that center of the Direct Marketing Organiza the company each customer. That one call may be the only tion (DMO), and get TOuted hy means year make the right direct contact with HP that a cust.omer ofautomated menus The specialized connection. ever has. munlJers have simpler menus tailored A few years ago, it became clear that lo the interests of the caller. Customers customers were nol satisfied with the make selections hy pressing a number job lIP was doing answering calLe;. Cus on their telephone number pad, ending tomers were frustrated by heing put up with someone who can answer on hold, transferred from one line to their lIlK'stion. another, redirected and given another Though automated call rouling may number to call, and having to repeat be "state-of-thl'-art" in terms of lectmol Sl'pt{,1l11H'1'-()('toh{'[ HJ!J~ 7 ogy, many cuslomers still equute w'tt illg tamers to the appropriate resource m POlt Tedmolu~)that allows customers a "real person" at tht' other end of til(' HP. Another task force desiglll'd a new worldwide to receiw documentat.ion on line with good customer service. training program for call-m,magl'ment CPO products hy pressing a nwnber on DM() <:usl.omer repn'scntat.ives work lor t.he NAFO business organihatioll. their fax mal.hint' telephone pad. hard at "keeping a smile ill their voices," And there is now a process to measur!' The CP() Customer Support. Center in knowing the customer already may the quality ofcall management in the Boise rt'ceives about 90,000 post-sales have gonl' lhrough three or fom menus fidd officps. support calle; Around the world ... The worldwide HP Response Center • In Asia Pacific: Hong Kong, Korea, and Switzerland. network is electronically linked and Singapore, Taiwan, Australia and • In Asia Pacific: Australia, Hong provides 24-hour support. There are Japan. Kong,Japan, Korea, Malaysia, New 27 HP Response Center locations. - Tn Latin America: Argentina, Brazil, Zealand, People's Republic ofChina, - In North America: CaWornia, Venezuela and Mexico. Singapore, Taiwan and Thailand. Georgia, Massachusetts and Canada. - In Lat.in America: Argentina, Brazil, - In Europl': Austria, nelgium, For pre-sales inquiries, the Mexico and Venezuda. Denmark, Finland, France, Gl'rrna.ny, Direct Marketing Organization has - There are approximately (j00 Italy, Netherlands, Norway, Spain, European call centers in: France, lIP sales and support offices and Swe(\pn, Switzerland and the United (]prmany, Italy, U.K., Austria, distributorships in 110 countries Kingdom. Denmark, Finland, Spain, S"veden around the world. 8 MEASlllm An interview with By Katie Nutter As heprepares to step down after 15 yeaTs at the helm.' of Hp, .fohn Young says tha1 his leaving won't make a tremen dous d1fference. TJw rema;rk 1:S 1:n clul'racter; John i.s an unassuming 'man. When he took the lead role at HP in 1978-thefirst non-jounder in that role-he said that the onl:1J thing that would change 10as the addition ofthe three letters on Ids stationery-CEO. On one level, .fohn is right to minim:lze the sign1;jicance ofh'is departu.m. HP's values-trust in and respectfor the indiv'idual, integn.:ty 'hi. all relal'ionships-remain hoth real and -relevant. The emphasis on entrepreneurship and Co-founders (from left) Dave Packard innovat-ion endures, as does HP's abilUy to continually and Bill Hewleff pose with John Young in this 1980 annual report photo. renmo and re-invent 'l,tseif. ret despite John's tendency to downplay Ids own TolE, he has left his rnark on HP .lohn:c; legacy goes beyond leading the cornpanyf'rom $1.8 billion in sales in 1978 to the $16 billi.on that's expected to be reported at year-end in 1992. He surveyed aw world's economic landscape and helpedHP recogn'ize the impli-cations ojthe nell.) low-cost compet-itors emergi,n.,q around the world. And so IIP-wUh a tradition of competing on the basis oftechnologicalfeat-ures-learned hOUJ to be cost-competitive, too. John sounded the alarm on q'lw1itYl set a. "stretch" goal Qf a tenjold i-mprove1'nent in hardware qual-it:lj and then poked ,septrllllll'r·()rtoher m!-J2 9 and prodded people until they took the Why Me you "et"'ing now' challenge to heart. "TIe had this 6'l1t-levt'l Q: feelmg that a foc-us on quality was worth doing," says Craig Walter, director 01 Corporate Quality. "I attribute whatever It's always been my plem to success we'w had to hb willingness to • retire [rom HP at about rny stay the course" 60th birthday. Fifteen vears Through the focus on quality,John A • a'l president of lIP is a long raised the visibility and status of the t.ime, and the organization will hem'fit manufacturing function. Gone today from fresh leadership. My goal was to is the era when R&D engineers "tlu'ew leave eaeh paJtof HP with some (-'xcit. designs over the fencc" to manufactur ing opportunities and a solid team ill ing, which was expected to huild what place to achieve them. That's where we ever the lab put oul. IfP ha'i moved An avid ou'doorsman, John takes the stand today, and it.'s appropriat.e that a helm on a recent fishing trip on the bcyond "boutique" manufacturing to Teton River in Idaho. new team take up tht' charge lUld run ernbrac.e high-volume, low-cost with it. Failure oftell COIllPS from stay production ing too long. I'd like to tell you that my He also urged lIP to tackle tinle Cornputf>r Syst('ms Organization lead leaving will have a tremendous impact to quicken the pace ofproductelcwlop sales representative for AT&T. on lIP, but it won'!.. ment. Commenting on how the product Throughout t.hese amI other initia generation proces..'l crosses func.tional tives,,]ohn's management style ha.., heen and organizational bounrlaries,.John unique. Unlike some CEOs, he hasn't once quipped, "Thl" rf~al issues aren't sought the spotlight. Unlike otlwrs, he • What do you want to technologieal; they're sociological" hasn't. managed by fiat, saying that HP do lK'xt'? .John oversaw a dramatic irlCrl"a'if' isn't an army ,mel he can't pretend he's • in lIP's global presence, helping t.o a general. Instead, he has seen hi:; role negotiate and build rt'lationships that as facilitator ancl coach. would bear fruit over time. "In places ".John asks very penetrating, but l,p until now, I've never had like China and Korea, he backed us lip non-t.hreat.pning questions," says Dick • the time or the inclination at a time when things appeared risky," Andprson, vice president and G.M. of to develop plans fOf ant'r rememhers Alan Bickell, vice president the Microwave and Communications • I leave HP. I'll take some and dirNtor ofIntermntinl'nlal Uppra Group. ''They'rl' the kind olllueslions time over Uw next few months to con tions. "lIe had the vision to go to plan>s that come from a difTerent [wfljpective sider my alternatives. Fortunately, I haw thattoday appear obvious, but wPrf'n't ... that make YOll think .. that kpep a a lot. ofexperience t.o build on-leading then." person from getting stuck in a rut." Hr, of coursp, hut abo interl'st.., in such John gave his pl"rsonal efforts to the \-\That's the .John Young legacy? He area'> as competitiveness, Ult' environ closing of many a deal, being perhaps guided HP through a transformation ment, higher education and venture HP's most persuasive salesperson. that has left intact the company's basil' capital. I'll have a broad range ofthings "John's ability to [oew; on prioriries and values but koaves it hetter prepared to to consider. go for the close ofan order ina sall~s thrive in a fl'rociollsly competitive. rap call ranks him as one of thl" ]wst. sales idly changing husiness pnvironnwnt. assets we haw had," says.Jim Dieso. the In short, .}ohn]wlped IIP get tough without losing its human touch. Tn this interview, John leaves HP employpcs some of the thoughtful insight.'l that are his legacy. 10 \fEAS\IIm • What was your greatest • achievement at HP? No single event so much as • growing the company from $1.3 billion to what will • probably be $16 billion this year-while at the same time retaining the great things about the HP way, the spirit ofentrepreneurship, and a vitality and enthusiasm. Elephants can dance! • Aren't you wonied that the HP way will get lost in • HP'sgrowth? We've always worried about the HP way. Shortly says John Young. "The HP way travels well and endures because it's the way people like to work. It's something people really value ..." after I started working for HP in 1958, I was assigned the job ofdoing some of the ground What's rcally distinctive work for the 1960 general managers' • But when HP is so big, • about HP? When you read meeting. The question ofthat meeting: what difference can one other companies' state How are we going to keep the HP way • individual employee make? • mcnts of"strategic intent" alive when we're a $50 million com or their advertisements, pany? Yet we've found it quite resistant we all sound the same. What makes to change. HP dilIerent? Recently, I wac; in Hungary and I hope we've been able to Czechoslovakia, and already the same • organize in a way that every team spirit and value system are in person in the company can I think a conversation place. The HP way travel" well and • make a difference and be • I had with a customer not endures because it's the way people recognized for it. We have 50 to 60 oper long ago expresses it. He like to work. It's something people reaily ating divisions and hundreds ofsales • said, "Jotm, your company value, and that's why I'm optimistic offices. So there are really quite small doesn't. always have the best things about retaining it. groups that people can be part of. At you even sometimes make mistakes. every level, we have people who do But we always know where you arc, and make a difference. I think we do an your credibility is at the highest level. extraordinarily good job ofrecognizing We justhave a lot ofconfidence in the that. It's one ofHP's strengths. people from HP. When they say they're going to do something, they get it done. Ifthey don't, they're the first ones to tell you so." ~l:'()tember-(klober1992 11 • So what makes HP differ • ent is an attitude'? It's just a lot ofattitudes • that get formed hy this beliefthat your integrity is • the most important thing John talks with employees during a 1992 visit to the Waltham, Massachusetts, site. you have as a company. There's a lot of empha"iis on satisfying customers. We don't telegraph any deviance from that role, so it's taken to heart by people. pay attention to what you say. But it bet But isn't there some truth The customer focus is very symmetlical, ter seem relevant, with something in it • to the perception that lIP reinforced by word and deed in about for them. has great technology but every case. So managing HP I would say is much • weak marketing? more about creating an environment, as opposed to issuing a directive-an environment in which people's natural You once told an employee self-interests are served by getting That's just plain dead headed in a cert.ain direction. • audience that managing • wrong. Our marketing HP wa"in't like being in the is fanta<;tic. I don't know I. Army. What did you mean • ofanother company that by that? has built the kind ofdealer organization that we have over the last six or seven years-along with incredible logistics. TOday 25 percent ofHP's business goes Well, HP isn't like the Army, through the dealer channel. Seven years • where you issue orders ago, that figure was zero. We built one and things happen. It's a ofthe most profitable segments ofour • very decentralized com business in the middle ofwhat,'s been a pany, and deliberately so, with the maxi disaster for other folks. mum amount ofownership and feelings The fact that HP isn't as visible as ofownership and entrepreneurship that Apple isn't a problem to me. are key to keeping the vitality and inno vation in our company. That's really the most valuable single characteristic I think we have, along HP L"in'trunning some kind Ifyou were going to ""Tite a with our integrity and creating an envi • ofentel1aimnentsideshow • book-UWhat I Didn't Learn ronment that attracts the right people for the press. We try to let in Business School" and keeps them interested. That makes • our peIformance do our • what would it be about? work fun instead ofdrudgery. So when talking, and I think that we're not too you have that kind ofpeople and they all bad at doing that. know their customers and their product strategies, it's not that they don't exactly 12 MEASURE Certainly it would be about • leadership and people- just the importance of • making mutual contnbu tions. I think in busine~ s<.:hool you somehow getthe impression that you manage things. It's really quite a revela tion to see the vitality ofthe operating level. The working level ofthe organi zation makes all the difference in the world. Everybody has all these ideas. That thought never entered my mind in busi ness school. We're harnessing all that energy-the popular term nowadays is "empowerment"-butit's the kind The retIrements of John Young (far left) and Dean Morton ('ar righ') mean that CPO ofthing we've done for a lot ofyears. head Dick Hackborn (lett center) and new President and CEO Lew Platt will join the HP Board Directors as of November 1. Management is all about getting the 0' best out ofeverybody's contribution. Anew era for HP On November 1, a new era Lew and Dick Hackbom, executive You've worked a long the Lew Platt era-begins for vice president and head ofthe Com • time with Lew Platt. What Hewlett-Packard. puterProductsOrganization, to the makes him the right choice It all unfolded with a July 16 HP board. Dick, who was profiled in • as your succe~r? armouncement thatJohn Young, HP the May-June 1991 MeasuTe, is a presidentand CEO, and Dean 31-year HP employee. Morton, chiefoperating officer, Wim Roelandts, vice presidentand would retire from the company and general manager ofthe Networked He's a strong people the HPboard on October31-the Systems Group, succeeds Lew as • manager, an excellent end ofthe 1992 fisrul year. head ofthe Computer Systems mmmunicator and he's Lew would become president and Organization on November 1. • experienced in many parts CEO. For only the second time in What do all ofthese <.:hanges ofHP. He's very well grounded in HP's HP's 53-year history, someone other this new era-mean for HP? te<.:hnologies, very in tune with HP val than co-founders Bill Hewlett and It doesn't signal "any sort of ues, our spirit ofentrepreneurship. I Dave Packard will run the company. dramatk change ofdirection, and think he'll keep that spirit ofentrepre Profiled in the Mar<.:h-ApriI1991 certainly it doesn't signal any change neurship alive. Measure, Lew is a 26-year HP vet in the culture ofthe company," Lew eran. Says Dave Packard, "HL<; proven told The Wall Street JOl1:rnal.. (Katie Nutter is the manager ofEr.e-cu management skills, his record of "I have a strong belief in team tive and Investor Communuations in achievement, his concern for IIP peo building, and lots ofcommunkations HP's Corporate Communicati S<,ptembel'-October ill92 13 - - ROFILE Alook back with HP's retiring chief . from Medical," saysJanet Dale, who recently retired as ~omrnunicatorfor operating officer the Medi~alProduct" Group. reflects on his "It was ajoy to see how people 32-year career greeted him at our 50th-anniversary party. People kept coming up to tease him and say, 'Hey, have you grown too ByRhea Feldman b~ for your britches now that you're at C 14 MEASURE products were split between medical. equipment and industrial instrument..,. Dean, who rose to division general manager in 1969, is credited with setting an important new direction for the organization: to focus it entirely on the medical market. The entity's name wa.<; changed to the Medical Electronics Division, Under his direction, the division applied electronic technology to health care in new ways, enabling medical instrumentation to extend beyond diag nostic testing into the area of patient monitoring, In 1973, Dean was elected a vice presi dent Ayear later a Medical Group wa.<; formed with Dean at its head as general manager. "It was Dean's gift for providing stra tegic direction that got us into critically ill patient monitoring and also ultra sound, which ofcourse have heen such successful product area.<; for the Medi "It's been a challenge to get people t·o understand that we can consolidate, , . functions and still not lose the essence of (HP's) basic values." Dean says. cal Group," says retired Executive Vice President Dick Alberding, who suc ceeded Dean as head ofHP's medical "The business was having difficulty," Dean wa., named to share the Office business. recalls George Glenday, whom Dean of the CEO with John Young. In 1977, at the same time Jolm Young hired as group marketing manager. During his years on "t'xecutive row," was promoted to president (and CEO ~Dean ran Analytical personally for six Deun's responsibilities have included months and selected a new t.eam very taking part in the Account Executive carefully. He made some very good Program, in which senior executives choices, induding naming Lew Platt as a<;.<;igned to major accounts help HP The key thing he learned G.M. Really, it wa<; the best group I ever form long-term relationships with key worked in." customers. Dean ha<; taken on mort' from Dean is "don't George, who heads the North Ameri th,m twice as many accounts (L') any octprecipitously." can Field Operations today, says the key other HP executive. thing he learned from Dean is "don't act "It's in)portant for everyhody to have precipitously. Dean's really thoughtful. a long-term view about. huilding rela a year later), Dean wa<; a<;ked to come Hl' considers everything and conse tionships wit.h customers," Dean says. hack to California as chairman ofthe quently he makes good decisions." 'The point of these contact,., isn't just to Management Council and executive Dean's next move wa.<; to chief0pl'rat get the next order-although clearly vice president in charge ofthe Medical, ing officer in 1984. Four years later he that's one thing w{' always hope to do. Analytical and Components groups. a<;sumed the additional role ofgpneral But. we al.so need Pf~rsonal contact~ Analytical required Dean's special manager ofthe Computer Businf'ss and ongoing relationships to find out attention early on. Organization Wllen HP realigned it.., computer-business activities in 1990, Seplt'mber O('t.oht'T LljH2 15 how we can do a betterjob meeting customer needs." Dean's eight years as COO include what he describes as one ofthe greatest challenges in his career-helping to manage HP's consolidation and down sizing activities. "I know some people feel these moves run counter to what they expect "fm proud ofthe role Hewlett-Packard has played in oursociety." from the company and its culture of stand-alone divisions," Dean says. "It's been a challenge to get people to under stand that we can consolidate things like manufacturing and site manage ment and other functions and still not Skiing vacations are a Morton family tradition. In this 1990 photo, Dean and his wife, lose the essence of the basic values of LaVon, are surrounded by their children and grandchildren. Hewlett-Packard. It's those values that keep people going." HP, Dean reflects, "I'm proud of the role In fact, we've been a model for other After his retirement on October 31, Hewlett-Packard has played in our soci firms. Dean will face new challenges, such as ety. It's really remarkable. We've helped "Just being part ofone ofthe most "giving more in the way ofadvice and the electronics industry transform our successful and respected companies COlUlScl to my kids on how to raise our world, changing the way we communi during this dynamic half-century is 11 grandchildren. I'm sure they'll appre cate and use information. And our something that makes me proud." ciate that," he says with a laugh. industry has created jobs and helped Dean's proud ofhis family and their improve the standard ofliving in many (Rhea Feldman is a speech writerin contribution to his success, particularly countries. HP's CorporatE Communicatio'r/,.'; his wife, LaVon. "It's been a team effort "Look at what's happened in Singa department-Editor) all the way," he says. pore and Japan, or what's likely to hap Dean doesn't have a fixed agenda pen in East Central Europe and Latin for retirement, but L<; looking forward America. With our global presence, HP to "a little more freedom and choice has helped bring about those changes. in how I spend my time." Looking back at the time he spent at 16 MEASURE Measure readers In all honesty share their memories In March-April 1990,Measure printed a story ent.itled "Making all the right of John Young and moves." It dealt wit.h the concept of Dean Morton redeployment: "We are now overstaffed and yourjob here no longer exists. Will you accept a new job elsewhere within Rehearsing for retirement? Dean and the company'?" Testing the open door John enjoy life in the slow lane-a rare It wa'> a difficult story dealing with a The encounter with John Young that I treat-during a recent trip to Nantucket, Massachusetts. traumatic period in TIP history. Because rememher most occurred when I first he was quoted in the story, Dean Morton joined HP. During a break in a trmning reviewed It before publication. class, two other sales trainees and I exhibitor at the show. Many customers Dean returned the copy with two decided to test the open-door policy and compl'titors mentioned that Jolm comments: "Good article!" and "What by going to visit the CEO. was impressive and perhaps missed his ahout alt.emate otTer'?" Alternate offer John not only took live minutes to calling a" a network anchorman. a sensitive subject-meant, in essence, visit with us but spent the entire time WAIT SKOWHON "Yourjob doesn't existanymore, and if quizzing us on how we felt the recent Loveland, Colorado you don't accept the job we offer some field reorganization wa" working. I was where else within HP, you'U have to eJ..1J'emely impressed that he would take leave tile company." the time to talk with us, and that he truly Backing up Tiny Tim Here wa" the No.2 man in HP telling cared about our opinions. .1ohn and members ofhis staffvisited us that the Mea.sure story wasn't honest I think this experiencejust tYVilles the Loveland (Colorado) sit.e the year unless it addressed this sensitive topic. everything Jotm Young has done to we celehrated 2fi years in the commu The underlying message-you've got to make HP an excellent company. mty. Employf'es put together a variety be honest with peoplf'. ,JOlIN DYER show. including a ft'w skits similar t.o t.he Thank you, Dean. That's a good mes San Diego, California old "Laugh In" TV show. sage for all ofus-especiaUyMf>asure I was going to play Tiny Tim and lip editors. sync ''Tiptoe Through the Tulips," but JAY COLEMAN John the anchorman we coukh1't find thl' rL'cord, so I planned Measure editor One time,Jolm agreed to do a 60-second to sing the song live. About a half hour TV commercial to hype attendance for hefore the skit some employees con an important trade show. We met at vinced me to a"k .J olm to play my uke Please send mall 6:30 a.m. in the HP Loveland (Colorado) lele while I sang. I thought the worst he Do you have corrunents about some plant and had one hour from start could do wa." say UN 0." thing you've read inMeasure? Send toflnish. Well, he was excited to be part of the us your thoughts. Ifwe publish your We briefed John for five minutes, and skit and even pretended to be surprised letter, you'll receive a free Measu're spent 10 minutes for lighting, audio and whm I called him from the crowd. He T-shirt (one size fits all). TV-signal calibrations. The remaining played the role perfectly and strt.lmmf'd Address HP Desk letters to Jay 45 minutes were for retakes. t.he ukdde while I sang. Coleman; by company mail to Jay Believe it or not., John improved the He really eI\;oyed doing that and Coleman, Building 20IBR, Palo Alto. script, talked directly to a phantom audi made the employees feel good about Via regular postal service the address ence and finished 20 minutes early to him a'i a CEO who didn't mind being isMeasu're, P.O. Box 10301, Palo Alto, have breakfast with di"1sion employl'es part of their celebration. CA 94304-1181 USA. Please limit your in the HPcafeteria- and still was on MIKE KELLEY letter to about. l:lO word", sign your time for an 8 a.m meeting. Wow! Greeley, Colorado name and give your location. We Results: Jolm's commercial helpr.d reserve the right to edit letters. HP become the most-remembered Septemlwr-Octohrr lH92 17 h~ Some 10,000 athletes from 171 nattons competed in the 1992 Summer Olympics. The next Summer Games are In HP and the five circles 1996 in Atlanta, Georgia. BARCELONA, Spain-When the world's eyes turned to the 1992 Summer Olym pics in Barcelona, Catalonia, Spain, from July 25 to August 9, HP employees and equipment were right on the scene. '!\vo HP employees were among the athletes who took prot in the high visibility competition: • The 60 women who represented the U.S. in track and field events elected Cindy Greiner from the Boise (Idaho) Printer Division marketing deprotment as their captain. She competed in the women's heptathlon, comi.ng in 9th, • Bruno Marie-Rose, a computer engineer in HP's Evry, France, office, WcIS on the men's 4 X lOo-metcr I'clay team for his country. A number ofHP people from the Q aile Barcelona Peripherals Operation The American basketball served as volunteers at the Olympics "Dream Team" 0' (from left) in staffroles such as the welcoming Larry Bird, Magic Johnson, MIchael Jordon, PatrIck committee, as technicians or chauffeurs, Ewing and Karl Malone or taking part in the colorful opening caused nightmares 'or and closing ceremonies. opponents, including Angola. Once again, HP was the primary sup plier ofdrug-testing equipment for the left Olympic Games. For the first time, this HP analytical gear, year a true lab network (RP ChemLan) including the HP 5890 wa..<; used to connect instruments and series II gas chromatograph, was used by IMIM, fhe computers in a hospitalwide local-area official testing lab for the network. 1992 Summer Olympics. HP Espanola, SA provided overall left support for the Olympics testing lab. Serving as advL<;ers were two SID Some 2,000 tests of athletes were done by IMIM to Operation employees from California; detect any use of banned Karman Pashupathy, R&D prQject substances. Five participants manager, and Erik Reinecke, product were disqualified as a result. support engineer. The network worked perfectly, they report.. 18 MEASCRE above For HP's Cindy Greiner, shown here in an earlier track meet, Barcelona was her third Olympics competing in the multi above top _ event women's heptathlon. She was elected captain 01 Customer engineers from While exciting, the 1992 the U.S. women's track and HP Barcelona relax on the Olympic track·and·field tield team. beach walkway, away from events couldn't match the their support duties at the shock waves from the 1988 drug-testing lab. Holding Games when Canadian the Catalan flag is Ricardo sprinter Ben Johnson Canals, CE district manager. forfeited a gold medal atter testing positive for anabolic steroids. 20 :\lEASUI{I'; Being In Japan and having LED samples to show customers is crucial, says Steve tlO n. ectations By Betsy Ricc01ni'ni SAN .JOSE. California-Fields o11ettuCl' ever it takes to meet the group's goal for reach across the qUalter mile hehind the success in Japan. Components Group's headquarters t.o HP's Components Group currently HP looks for greater meet the :F'irst ~treet traffic. holds about. 5 percent ofJapan's market growth in the billion From the window ofColin Chin's for the optoelectronic ,md microwave dollar-a-year Japanese office, you can see beyoncllhe stn'tch of component:,; they manufacture. That green to where the new trolley ~l'oot.s 5 percf'nt makf's it. t.he largest nOI1 optoelectronics and along the thoroughfare. Though t.he Japanese player thf'l'e. but.leavf's lot." o[ microwave compo view is strictly West Coast Califorma, a room for gro'\o\oth. And, at close to a bil relic ofSan.Jose's mix of high tech and lion dollars a year, Japan has become nents market. old orchards, when the i\.'sia Pacific tilt' hottest, most vital electronics com manager looks at the future ofthe Com ponents market in the world-larger ponents Group, he sees the markets than the Onit.f'c1 States or Europe. ofJapan. It's also the toughest. "You hear lots ahout how we are look Bill Sullivan can attest. to t.hat. Until ing to the East for growth. Wrong!" he last spring, when he r('turm~d to the says, bringing his hand down hard on United States as the Optical Communi the desk for empha.<;is "''Ie arp notjust cation Division's R&D manager, mil ran looking East. We an~ in t.he East, ,"Vf' arp the Components Group operations in Palt ofit. And t.hat. requirps reorient.a Singapofl'. He dearly recalls tl1(' tremor tion, a shift in thought processes." that shook his organization wlwn a It's a shift toward improved quality. major Japanese customer for optOl'OU design support, quick response-what plcrs-aL<;o knO';\11 as photo le's-came Sqltl'mlwr ()( tob(,1 I~HI2 21 Expectations to his plant with reports of an unaccept able failure rate. 'The first stage wa:; denial," Bill says with a rueful smile. Internal measures looked good. HP's optocouplers had 50 percent ofthe U.S. market, and no one in Europe was complaining. What did the Japanese want, anyway? Bill and his managers began making multiple visits to the company to try to understand their expectations. "We found they were really, in fact, pretty reasonable people. They weren't asking anything ofus that they didn't ask of othervendors." Thms outthe HP tests were mea suring total failures divided by all units "Sales won't crash through the roo' overnight," Dave Allen (right) tells Colin Chin, built. Internal measures could be great, but HP ;s penetrating the Japanese components market. but one bad lot-depending on where it showed up-could yield an unhappy U's not quality alone where Japan's tor," Colin says. customer. market pushes HP to meetthe mark. The design center puts a complete "We sort ofgot the quality religion," This is a market that, for component", team on the spot. "Before, ifa customer Bill says. The operation tightened is ahead ofthe United States. Moving had a question, our competitors would requirement" for each lot, put a hold on message panels, automotive applications, show up to answer it with a production anything with less than a gO-percent high-brightness Iight-emitting diodes engineer, an R&D engineer, an applica yield and evaluated those lots to find (LEDs) already have a foothold there. tions engineer, a marketing engineer and the problem. .Japan is the hot spot for developing a sales engineer," says Colin. "Us, we'd "We looked for every deviation," Bill products for the future. Th compete, have one lonely field engineer. Now we says. "Every one wa.<; examined, every HP's Components Group must be able have everything they do." to meet Japan's needs for products Go KobaYa'Shi, the Components today and to foreca..,t what customers Group's country manager for .Japan, has will want a few years down the line. promoted the concept ofa design center "They feel you are not Those needs soon will be the needs of for some time. "The design center helps the U.S. and European markets. To stay us understand what the customer wants committed ifyou have only successful anywhere in the world, HP us to make," he says. "In the past, there a sales presence... " ha'S to win the game in Japan. has been more ofa focus on the United Last October, with the opening ofthe States and Europe." And a tendency to Components design c.enter in Thkyo, the develop a product in the United States one wa.<; chalted. Find the first problem, group served notice it's committed to and "throw it over the pond," hoping the beat it down and fix it. Find the second success in Japan. For the pa..,t five years, same thing will sell inAsia. Now, the problem, beat it down and fix it. It's the Components Group had a marketing group is setto reap the rewards ofhav nothing magical, just hard work." center there, with design work done in ing an established design presence in That hard work became a crusade, the United States and manufacturing Japan. Japanese engineers hired to staff and the failure rate dropped dramati in Southeast Asia. But the market the center arc being trained in the cally. The net result was an entire line demanded more. Unit.ed States. Meanwhile, engineers that ran better and a plant where "you "They feel you are not committed if from San Jose arc inJapan for long-term canjust feel the presen<.:e afthe you have only a sales presence in Japan, stays to get the center up and running. customer," Bill says. that you're more like a rep or a distribu In its initial stages, the design center 22 MEASURE support." existing development pro grams in the United States. Longer term, there will be development in Japan, with products tailored to meet strict require ments in cost, performance and reliability. The design center also helps cut the time required to tum arolmd special requests. Before its existence, rL'quests for specials went from Japan to San Jose to Southea"tAsia Now, most ofthe specials process can he handled locally for Japan, saving two to four weeks. "I don't see how we could succeed in Japan without having marketing and product development here," says Steve Paolini, an R&D engineer for the Optoelectronics Division who arrived in Japan in March to work at the new design center. ''The only way to understand what product" we should have and how to design them is to "isit customers regu larly and ask," Steve says. "Ask how they use LEDs, what they like and don't like. what their customers want and so on. Then we quickly need to decide ifwe want to be in tills business and, ifso, provide samples for our customers to Huge outdoor displays (above and right) In Tokyo'S Akihoboro electronics district represent giant markets tor HP light-emitting diodes (LEOs). St'ptt'mbE'r-( l('wlwr 19!)2 23 Expectations evaluate. We can't do any ofthose things well ifwe are not here." The design center can't have come too soonfor those who have mged an emphasis on Asia's markets for components. "We could have come sooner, but I wouldn't say we are late," says Mark Chandler, Components Group industry marketing manager. These markets had been notorious for giving the cold shoul der to foreign companies in the past. But, as Mark points out, trade agree ments have helped make the Japanese aware ofwhatAmerican companies have to offer. A huge red Japanese torll-gate-frames (from lett) steve Paolini, Go Kobayashi, Aki Machida and Mamoru Takahashi at a shrine near YHP's Takaido office. "Now, it's overwhelming to see howmanyproducts ofcustomer service, both in the Japan No.1 issue," Dave says. "We have differ are coming out." operation and in the U.s. response. "We ent languages, different cultures, differ benchmarked ourselves against com enttime zones and different customer petitors on response time to quality expectations." Japan's recent economic difficulties problems and against customers' expec Sales seminars and other face-to-face have not aided the group's efforts to tations. They weren't satisfied with what meetings that bring togetherJapanese penetrate the market, but HP hasn't they found. "We set targets to meet and Amclican counterpart., have helped scuttled the plan, either. "We fully expectations and said let's work back establish relationships and overcome expect a recovery," Colin says. "We think wards to see how we do this." difficulties. And extensive use ofvoice we can meetquotadespite the down As a result, response time went from mail helps with time-zone differences. economy." 45 days to 11. Dave and others agree the group is As the external barriers to Japan's Other effort.. to increase HP's laying the groundwork for future suc marketbegan to comedown, Compo chances ofsucces." in Japan's compo cess. "Sales won't cra.<;h through the nents began to look at its own internal nents market include a revamped adver roof overnight," he predicts. "We're barriers to marketing success and to tising campaign to get customers to being designed in, we're getting cus analyze ways to overcome them. "We've identify HP as a components company, tomers' attention and we are starting made rapidprogress in building the notjusta maker ofcomputers and to penetratethe market." organization necessary to supportpene instruments. Byfocusing on the array "In two years from now, I'll expect tration ofthe market," says Dave Allen, ofcomponents HP can produce-on to start to see <.:hanges in performance now marketing manager for the Com "image" as opposed to new products- attributed to these efforts," Mark says. munications Components Division. the new ads have gotten good reaction. "But the issue is not short-term payoff. Dave spenttwo years as Components "It's what our competitors do; it's what The issue is our ability to stay in this marketing manager inJapan. "Now, it's they expect in Japan," Colin explains. business and succeed." _ overwhelming to see how many prod As the group makesprogress toward ucts are coming out," he says. "You don't its goal, some hurdles remain. Chief (Betsy Riccornini is the communi,ca have time to look up." among them is communications. tions managerjorHP's Compommts He also notes solid strides in the area "Communications will always be the Group.-Edito-r) 24 MEASURE RATEGY ByMary Weed This distributed headquarters model will reduce cost and ensure close cus GENEVA, Switzerland-A£:ross HP, tomcr contad for everyone on the managers are looking for ways to Nordic management team. adapt the organ.i1.ation to the needs of Refusing any hierarchical manage thc 21st century. At ITP Europe, it's ment structure, the Nordic Region sets already happening. a top priority on meeting customer Terje Christoffersen, general manager demands while increasing business of Norway and Sweden, has grouped effedivelless. David Baldwin, managing together Denmark, Norway, Sweden director for the European Multicountry and Finland with the newly independent Region, points out, "We are trying to flat Baltic States of Latvia, Lithuania and ten the organization and get borderless Estonia, to form the "Nordic territory." structures across the ~ordic countries." Why start up North'? Part of the approach is to let HP In the Nordic region of22 million employees take the initiative, assuming inhabitants, including 8 million people local and regional responsibilities. Terje in the Baltic states, HP's business is con Says G.M. Terje Christoffersen, the real insists, "The people who do the work siderable. Thtal orders last year were an challenge for the "Nordic structure" is should have in their hands the means to "doing what's best for the customer." impressive $4150 million. So while there change so thai they can adapt qUickly to is no reason to gamble on what is the needs of customers." already very good business in the more than two." So the Nordic structure is notjust Nordic territory, the region's economic With all the Nordic countries tinkering with boxes on an organization and political stability make it an ideal together, the so-called "distributed HP test-bed to try out the distributed model" has more than 1,000 employees, headquarters management model. but there will only be a handful ofman The idea ofa Nordic structure carne agers to coordinate the new structure. It's notjust tinkering with about during a workshop in May 1991 In more ways than one, the concept of boxes on an org chart. at the European Multicountry Region distributed management is being used in place ofcreating a separate Nordic headquarters structure. chart-it's working to dramatically For instancc, the traditional notion improve performance. Terje says that The traditional notion ofa of a headquarters will not exist. Unlike this is possible with the HP culture headquarters will notexist. some American competitors who have because it "gives individuals the possi set up mini-headquarters for the region, bility to say what t.hey mean and to act HP managers for the Nordic territory within a certain overall framework." (EMR) general managers' meeting. The will remain ba,>ed where they are today. The effort is focused now on form rea.<;ons for the reorganization, accord Terje as general manager will remain ing high-performance teams, redesign ing to 1'erje, were "cost-saving, com located in rus home country, NOIway. ing work and unhridling the flow of bining resources and offering better Berndt Blomqvist, the Nordic sales information across Nordic borders. In service to our customers." He adds, finance and administration manager, t.his way, the Nordic structure is helping "We saw that we could pool our skills will continue to work from his ha.<;e t.o d('sign the 21st century organization. together with other Nordic countries." in Helsinki, Finland. Also in line with Underlying all theses changes is the real Sharing expertise proved beneficial countries hosting managers in the challenge, which a.'i Terje concludes, "is recently in winning a huge government Nordic Area, HP's Nordic controller, doing what's best for the customer." project in NOl'\vay, when neighboring Sven-Erik Beck will return from HP Sweden joined in to help get the Emopean headquarters in Geneva, (Mary Weed is executitlf' and internal deal. "In this situation and many others," Switzerland, to he hased in h.is home r,ommunimtion.<> managerforHP irl cornments Tel:je, "one plus one equal,> country, Sweden. Eumpe.-Erlitm) St'ptl~Jl1hCI'-()ct()ber !\)!J2 25 Reaching fora star By Jay Coleman HP's little-known movie star makes a big impression wherever she goes SANTA ROSA, California-One ofthe first things you notice in Margarita Fernandez' offiC(..-'-aft.er the auto graphed photos offootball star Ronnie Lott and actress Carrie Fisher-is a Gary LaI1)on cartoon. In the cartoon, a young man has entered a store. He looks up to see two shelves ofmerchandise about 20 feet in the air-far from reach. The caption After playing a lovable, furry Ewok on TV and in "Return ot the Jedl," Margarita reads, "Inconvenience store." Fernandez treated herself to a little luxury and bought a statuwymbol BMW. A co-worker left the cartoon for her, Margarita says, as "a little joke." Margar ita smiles. She appreciates the humor, as a BMW-and many people look up to how Tconduct myself. I don't see any well as the poignancy. her, includingJurtior Achievement limitations for myself, even when I'm "That cartoon sums up my philoso students she advises. standing with a group of6-foot people." phy," Margarita says. ~I'U do whatever it That's all pretty remarkable for a Margarita, the lac;t offive children, takes to reach what I want in life." person who doctors never thought is the only little person in her family. Very little has exceeded Margarita would live past the age of 5. Between the ages of2 and 16, she spent Fernandez' grasp in her 33 years. Oh, yes. One other thing. She's a "little as much time in the hospital as out, • As an actress, she has been associ person"-all3 feet, 5 inches ofher. often for corrective surgery on her legs. ated with someofthe all-time highest But ifyou look at her and see only It wac; a life of leg braces and body casts. grossing movies, such as "Return ofthe limitations, then youre short-sighted. "My family never allowed me to fall Jedi," "ET. The Extraterrestrial" and "People tell me that 1always walk so into the 'Why me?' syndrome," she says. "Batman Returns." tall and I'm always positive," Margarita "I was expected to do virtually every • As an HP employee, she hac, worked says. "1 tell them that not every door is thing my sisters and brothers did." her way up from ajob as an assembler open for Margarita. But I believe in After graduating from high school in to a buyer in the Microwave Test Acces myself and I believe I can overcome Healdsburg, California, and business sories section ofthe Microwave Tech many obstacles. school in Santa Rosa, Margarita headed nology Division. "I'm in the public eye the minute I for Los Angeles to become an actress. • She drives one ofthose status cars leave my house, but I don't let that affect "To this day," she says, "I don't know 26 MEASURE exactly why." One of the first people she met. was famed ador and little person nilly fiarty. Within a few days she beat aU of the odds and got ajob as a stunt "double" for the child actress who played Michael Caine's daughter in the movie 'The Hand." More TV and film work followed, including the lc.s.s-than-successful "Under the Rainbow" and "Howard the Duck," and the enormously successful "Return ofthe Jedi" and "Batman Returns." ''They used me as a model for the Ewok costumes in 'Jedi,' " Margarita says. "They flew me to London to make a cast molding of my entire body." I And although she wasn't in the movie, It's Virtually Impossible to tell a real emperor penguin from an actor, Margarita says. Margarita has played the E.T. character She mayor may not be to the lett of actor Danny DeVito (center). nel for a short period and two years 'Through Marg 3-foot, 5-inch person I am." For "Batman Returns," Margarita was a.c;ked to help find six "little people" to dress as emperor penguins. She used her contacts in the 3,OOO-member Little People ofAmerica organization to help locate extras who were 3 feet, 5 inches to 4-feet tall and who weighed less than 80 pounds. HSome ofthe smaller penguins thought we were real and would peck at our behinds. 11 "For a lit.tle person to be told 'You're too tall' is pretty hard to accept," Margarita says. "You can accomplish anything you really want to, II Margarita tells Junior Achievement stUdents Michael Nlukkanen and Tonia Wyatt, and HP advisor John Being one of the six chosen penguins Imschweller during a morning break in Santa Rosa. was a mixed blessing, Margaritaweighs 65 pounds; the penguin suits weighed 50 pounds. And, because there were real. scenes where I can't tell which are the seemingly ha'3 one flaw-he works for penguins-emperor and miniature-in real emperor penguins and which rival IBM in San Jose, California the movie, the setwas kept at about 30 are little people." Margarita hopes to continue her HP degrees Fahrenheit for their comfort. Margarita doesn't actively seck movie career and transfer to another HP facil "Some ofthe smaller penguins roles these days. Usually, when she's ity in the San Francisco Bay Area within thought we were real and would peck approached to work in a film, her role the next year. at our behinds," Margaritasays. "Our is "in the bag," she says. And often, the "HP has been very generous in letting hands were down at our sides inside the producers are Steven Spielberg or me take time offfor some actingjobs costumes and we couldn't move. People George Lucas-her role model. and enabling me to advance in my work on the set had to be warned not to "George Lc; very much like Bill Hewlett career," she says. 'They've given me nudge the little people because we and Dave Packard because he's always wonderful opportunities and I think I've could tip over into the water and have doing things for his people," Margarita proved 1can do any job I'm given. no way ofprotecting ourselves. says. "He respects everyone for who "As I always say, it may take me a "We filmed for 12 hours a day, 6 days a they are. little longer to get something I want, but week over a 6-week period. Believe me, I "I haven't used an agent in eight years. Rive me the chance and I'll reach it." • wa.'3 exhausted at the end ofeach day." IfI need contract advice, George has Margarita saw "Batman Returns" one ofhis people review it for me. I'm three times during the first month it was his biggest fan." in the theaters, but can't say for sure There's one contract that Margarita how many scenes she's in. needs no help on. It's a marriage con "When Danny DeVito, who plays the tract that she and fellow little person Penguin, is carried offby the emperor Doug Farrell plan to exercise in June penguins, I'm leading that march," 1993. Doug, a champion weight lifter Margarita says. "But there are some who has bench-pressed 340 pounds, 28 MEASURE News from around the HPworld Why dinosaurs are extinct "HP systems attack main market-rlevelopment man frame Dinosaurs," read the ager for HPAustralia. "So we front page ofC01nputer launched the product among 'world after HP Australia dinosaur skeletons." launched it.., "Dinosaur Kill HP held the press con ers" campaign to introduce ference at the Australia the new line ofHP systems Museum's Fossil Gallery, (code-named Emerald). where HP renamed the dino The idea behind the cam saur skeletons with titles paign was to describe the befitting the endangered slow butsteady replacement mainframes. ofmainframes with alterna The curator ofthe tive business computer museum opened the presen systems by comparing the tation bydescribing many experience of mainframes similarities between main with that of dinosaurs. frames and dinosaurs. age than any HP product Australia, the systems now "We wanted to position It was an enormously launch in Australia, sponsors are referred to as "Dinosaur the Emerald as dinosaur kill successfillevent,receiving said. Headlines included the Killers." ers," explains Vikram Mehta, more pages of press cover dinosaur theme and, in Row, row, row your boat Dragon Boat Races are a traditional Chinese custom, and the HP racing team in Hong Kong recently cap tured a semifinal victory with its colorful craft. The HP social committee in Hong Kong funded the 23-person team, which races as a form offriendly compe tition between teams from Hong Kong companies, universities and clubs. Tham members practiced every Saturday for six weeks before they felt prepared to compete. Long hours of practice paid offwhen the team scored its best finish in five years during the semi final round at Stanley Beach. Scplcmher-Odobl'r 1992 29 CHANGE BOTTOM IAT THE TOP ILINE Hewlett-Pa<:kard's two top HP reported a 15 percent officers-John Young, increase in net revenue and president and CEO, and a I percent decline in net Dean Morton, executive earning.'5 in its F'Y92 third vice president (EVP) and quarter, which ended July chiefoperating officer 31. Earnings from opera announced July 16 that tions grew 1percent and Martin Harris, a fourfh.year summer student from Cal Poly, san they plan to retire October orders rose 12 percent Luis Obispo, literally wrote the book on the HP 28S calculator. 31. They aL'iO will retire at. compared with the year that time from the Board ago period. A SEED student blossoms ofDirectors. (Sec other (3Q FY91 numbers When Martin Harris won produced in the fall of 1991, coverage in this issue.) below in parentheses.) an HP 288 calculator, the sold out quickly. and a sec Effective Novemher 1, Net revenue, $4.0 hillion lIP campus representative ond edition was printed. Lew Platt, EVP and head (up from $3.5 billion). Net jokinglytold him, "I want I1w Fox Project: Memory ofthe Computer Systems earnings, $191 million or you to learn everything Management Solutio'nsfor Organization (CSO) will 76 cents per share on some about thatcalculatorbefore the HP 288now is sold at succeed Young. At that 252 million shares ofcom I come back to campus." the Cal Poly, San LuLc; time v.P. Wim Roelandts mon stock outstanding Martin not only learned Obispo bookstore, and is will move up from general (do'\oVT\ from $192 million or everything about the cal advertised in a nationwide manager ofthe Networked 76 cents per share on the culator, he wrote a book catalog, EduCALC. Systems Group to same number ofshares). about it. 'ihe book isn't specific to replace Platt. Earnings from opera lIP gave Martin the engineers and scientists. It's Platt and Dick Hack tions, $305 million (up calculator in hie; freshman specific to the calculator," born, EVP and head ofthe from $303 million). Orders, year for maintaining the high Martin says. "Itsaves work, $4.0 hillion (up from est grades in the Student and makes the calculator ,$3.5 billion). Employment and Educa faster and easier to use." NEW tional Development (SEED) In 1992, Martin ~1>ent his program. fourth sununer with HP as IHATS "I saw some limitations an associate engineer in the John Boose, G.M. ofthe in some ofit" functionality," Systems Thchnology Divi Greeley Storage Division in says Martin, an electlical sion in Roseville, California. Colorado I and Bob Tillman, engineering studentat Cal He designed and developed Dick Hackborn G.M. ofthe Computer Peri Poly, San Luis Obispo. "But electrical tools for systems. pherals Division in ilristol, Computer Products Orga it was programmable. so After graduating in March England, have exchanged nization, have been elected I could tailor it to my own 1993, Martin hopes to design assignments in the Mass to the Board of Directors needs." computers for HP Roseville. Storage Group. effective November 1. In 1990, Martin decided "HP is a good place to work; In the Workstation Busi The Office ofthe CEO to publish his discoveries it's a down-to-earth com ness Unit, Mark Canepa which Young and Morton about managing memory on pany." he says. to G.M ,Advanced Systems have shared and the posi the HP 288. The first edition, Division. tion ofchiefoperating offi Mike Bandy to G.M .. cer will not be continued in AOT Operation within the the nt.'w organization. ATE Business Unit. 30 MEASUHE (SSR) Southeast Area. CSO G.M. is Mark Milford. The ICHANGES newly formed Mid-America In CSO, the Networked Sales Region (MSR) under Systems Group has been G.M. John Regan includes replaced by four new the former Midwest Sales groups: the Systems TPch Region and SSR's West Edlsa, HP's Brazilian subsidiary, is part 0' a campaign to make all of the Tlete River as pristine as the area near its source. nology Group under G.M. Area. Carl Snyder, the Worksta Acard with a message tion Systems Group under OTHER CHART Edisa, HP's subsidiary in plans, and Edisaproduced G.M. Gary Eichhorn, the ICHANGES Brazil, is participating in an the ChrL<;trnas card in 1991 Systems and Servers In the Communications innovative campaign to help to show supportfor restor Group under G.M. Rich 'lest Business Unit, the clean up the Tiete River. ing the river to the beauty Sevcik and the Integrated former Colorado 'lelecom Edisa's marketing-services ofits springs. Systems Group under V.P. Division and the Intelligent department developed a The photograph was and G.M. Mike Leavell. Networks Operation have Cluistmas card depicting taken by Carlos Asborno, The latter group been combined into a new the river's beautiful and pure district manager oft.elecom includes a Software Busi Network 'lest Division headwaters. mtmications for 'lest and ness lJnit fonned in .June under G.M. Bill Tomeo. What the card doesn't Measurement, who has under G.M. Tilman Schad. Within the Personal show is the river as it crosses worked for HP for 13 years. Former NSG marketing Information Products the city ofSao Paulo The card reads: "Envi functions now report to Group (PPG), the former 25 miles from it'5 source ronmental preservation Lc; Franz Nawratil, v.P. and Network Server Division where it turns into one ofthe the best way to assure G.M., CSO Worldwide Sales has ce<:lSed to exist. Clrr most poUuted rivers in mankind's future." and Marketing, with CSO's rent manufacturing has Brazil. geographic sales organiza moved to the Disk Memory The river is a major focus tions also adding market Division on the same ofthe state's environmental ingdutics. Boise, Idaho, site, with Worldwide Customer products under develop Support Operations ment going to other PPG Quoteworthy will mow out ofeso divisions. ...the number of ~ Whatever it. is we and report to Lew Platt, opportunities as a "dotoday, we have president and CEO. NEWS IN company that we have to to figure out how to do HUNGARY employ our technology it for 25 percent less cost I THREE NAFO On July 21 HP assumed full for the good ofsociety nextyear... ~ SALES REGIONS and to get rather rich I ownership ofa joint venture North American Field at the same time isjust Dick Watts, v.p and established in Hungary Operations has reduced with Controll Rt. in 1991. unbounded. ~ manager ajWorldwide the number ofit'i U.S. sales Sales, Distributian and HP had held minority regions from four to three, Joel. Birnba.um, VP ofR&D SupportIor the Com:put.er ownership. among other changes. and director ofHPLabs, in Products Organization" The name of the new A new Eastern Sales the ''HPDirectionsfor the in the "HP Directionsfor suhsidiary is Hewlett Region (ESR) combines '90s" videotape. the '90s" videotape. Packard Magyarorszag the existing region by the KIt. Continuing as G.M. is same name and the Rumen Stoyanov, G.M. of Southern Sales Region's the fonnerjoint venture. September-{kto~wr 1992 31 Rock'n'dog Sometimes the bestphotos happen accidentally. Dick Harmon happened upon this impressive picture while on vacation in July 1991. He spotted the dog while posing his wife by the rock. "Itwasjustluck-the dog happened to be there. "It's at HP's Garden of the Gods site in Colorado Springs," Dick explains. "It's actually near the road leading to the HP plant." The photograph was taken with an automatic~osure Minolta X-700 camera using AS200 Ektachrome film. Dick has been interested in photography for many years, and while working for HP published many portraits in magazines. Now retired from HP's Corporate Communications department, Dick is a con sultant and teaches classes in speech writing. MOVED LATELY? CHANGE OF ADDRESS SHOCLD BE REPORTED T() YOUR PERSONNEL DEPARTMENT. Fli;- HEWLETT Bulk Rate ~:e.a PACKARD u.s. 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