Unveiling the Secrets Behind Hewlett-Packard’s Success
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Chapter 1: The Impact of Pioneers
In 2009, as Steve Jobs faced his impending mortality, he reflected on the profound influence that engineers Dave Packard and Bill Hewlett had on his life. Despite battling illness, he reminisced about a pivotal moment from his youth—when he, at just 12 years old, sought guidance from Bill Hewlett to build a frequency counter. To his surprise, Hewlett answered his call, not only providing the necessary parts but also offering Jobs a summer job on the assembly line.
Jobs acknowledged that his most productive years at Apple stemmed from a desire to emulate the innovative spirit that Packard and Hewlett had instilled in their company. Their aim was not just to create products but to establish a legacy of creativity that would endure.
To understand their success, I dove into literature and videos, uncovering five distinct principles that guided their entrepreneurial journey.
Steve Jobs explains the difference between a great idea and a great product.
Section 1.1: Question Authority
One of the first lessons learned is to critically evaluate the advice of colleagues and superiors. Packard, despite receiving a lucrative job offer from General Electric during the Great Depression, chose to follow his passion for entrepreneurship. Encouraged by his professor, Terman, he and his peers envisioned starting their own venture, only to be swayed by the allure of financial security.
On his first day at GE, Packard was advised to abandon his interest in electronics. An engineer named Mr. Boring insisted there was no future in electronics, urging him to focus on more conventional engineering roles. However, Packard's instincts told him otherwise.
Reflecting on personal experiences, I too faced skepticism when pursuing interests outside my major in college. The discouragement from peers almost led me to abandon my coding journey—a decision I now regret.
Section 1.2: The Importance of Clear Communication
The misconception that simply passing along written instructions suffices in a business setting often leads to failure. When Packard joined GE, he initially believed that management's written directives were adequate. However, he soon discovered that personal engagement was crucial for success.
By spending time on the factory floor, he understood the nuances of communication between engineering and production teams. He realized that workers wanted to do their job well but lacked vital information.
This experience laid the groundwork for what became known as “management by walking around” at HP.
Chapter 2: The Role of Support in Entrepreneurship
History of Steve Jobs (Full Documentary)
Building a successful business can be a long, arduous process, often taking over a decade. During this journey, the support of a partner can make all the difference. Packard's wife, Lu, played an instrumental role in the early days of HP, providing unwavering support that allowed him to focus on growing the business.
When they married, Dave was still employed at GE. Lu recognized the need for financial stability and sacrificed her job to support their future together.
In the early days of HP, Lu continued to work for the company, even while managing their growing family. Her contributions were invaluable, showcasing the importance of a supportive partnership in entrepreneurship.
Section 2.1: The Dangers of Imitation
In the tech industry, many companies fall into the trap of becoming “me-too” organizations, merely replicating successful products rather than innovating. Packard and Hewlett aimed to create a company that would contribute meaningfully to technology and society.
Their ambition was to develop unique products that would stand out in the market. They understood that true innovation involved taking risks and thinking outside the box, rather than simply copying existing models.
Section 2.2: The Challenge of Going Solo
While many entrepreneurs romanticize the idea of launching a business without external funding, the reality can be grueling. When Packard and Hewlett started HP, they had no investors and limited resources. They worked tirelessly in a garage, balancing their personal lives with the demands of building a company.
Their initial projects, though small, laid the foundation for future growth. They learned to be versatile, managing everything from product development to customer service.
Summary
The journey of entrepreneurship is fraught with challenges. By learning from the experiences of Packard and Hewlett, we can understand the importance of critical thinking, effective communication, supportive partnerships, and the drive for innovation. Avoiding the pitfalls of imitation and understanding the realities of building a business without external funding are crucial for long-term success.