Execution determines competitiveness

Author: Yanbo / Country: Mainland China
Publisher:
Publish Date: 2006-09-01
Features: Founded in 1939 and headquartered in California, HP not only entered the ranks of the world's top 100 companies with its outstanding performance but was also renowned worldwide for its corporate culture that values, respects, and trusts people. As a large company, HP has a strong sense of cohesion among its employees. At any of HP's institutions, you can feel how HP employees are fulfilled by their work. It is a friendly, relaxed, and low-pressure atmosphere. In the cafeteria crowded with employees of all levels, you can enjoy a lavish lunch for less than $3, with laughter filling the air, as if you were in a university dining hall. HP's success lies in its principle of "valuing people." This principle has a long history and is constantly renewing itself. The company's goals are repeatedly revised and reprinted for every employee. Each time, the company reaffirms its mission: "The success of the organization depends on the collective efforts of every team member." Then, it emphasizes HP's commitment to innovative individuals, which has always been the driving force behind the company's success. HP's founder, Bill Hewlett, said, "HP's policies and measures stem from a belief that our employees want to do their jobs well and be creative." With the right environment, they can do even better. This is the HP Way—caring for and respecting every individual and recognizing their achievements. Personal dignity and value are important factors in the HP Way. HP's laboratory supply closet is where electrical and mechanical parts are stored. Engineers not only take them freely for work but are also encouraged to take them home for personal use! HP believes that whether the projects engineers work on with these tools are related to their current tasks or not, they will still learn something whether at work or at home tinkering with them. Because the company fully trusts its employees, they will share both the hardships and the rewards with it. Ultimately, it is a spirit, an idea, where employees feel they are part of the collective, and this collective is HP.
There is a theory at HP: Among new hires, about 50% stay after five years, and about 25% stay after ten years. For example, if HP hired four people ten years ago, two would remain after five years, and only one after ten years. "However, the person who stays has undoubtedly come to fully believe in HP's culture and has adopted HP-like behavior. Such individuals will definitely contribute many valuable things to HP." P86-87