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CASE STUDY: Hewlett-Packard by Claudia Alves 1) Hewlett and Packard formalized the HP Way in 1957, when the company went public. With the business growing in leaps and bounds, the founders realized they needed a set of corporate objectives to guide their division managers. The objectives, unusual for their time, served as a day-to-day guide for decision making. The seven objectives began with a focus on profit; however, Hewlett and Packard also had a broader vision - seeing profit as an enabler of other, equally valuable objectives, including people (employees), customers and citizenship. Underlying these objectives were HP's corporate values, a set of deeply held beliefs that governed employee behavior in accomplishing HP's goals. This unique style of doing business by means of corporate objectives, business values and management practices bestowed the company with competitive advantage, with a direct impact on its performance, considered one of the best in its industry. The following...

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