The HP Phenomenon: Innovation and Business Transformation

As an HP employee for 25 years, I found the book extremely engaging, yet couldn't read it all in one sitting. It rubbed me raw at times, because I lived much of it, made me feel like I was on the Psychiatrist's couch sharing about my family. In fact I did get teary-eyed several times, then started sobbing after I finished reading some of the speeches Dave Packard gave. I recommend the book to all HP old-timers; some of the younger HPites might find it interesting as well. I also recommend the book to those students of business to understand how to do it right.

I just finished reading The HP Phenomenon book. I am speechless. Anything I write here will fall short of the merited justice and compliments it deserves, but I'll try. I've been looking forward to the publication of this book for several years. "What's taking them so long", I wondered. Several years ago I was interviewed by Ray Price for this HP book. Fewer years ago I asked Chuck if he was still working on it. I was anxious to see the results of their efforts. This book about HP is not like any that I had imagined. It is awesome. In it there are far more details, references, interviews, individual history, product history, project history, division history, corporate history and HP history than seems possible. There were names listed that I've long forgotten but seeing them referenced brought back many memories. I had visions of when and where I was working as another name appeared on the pages. I was in the scope lab in Bldg. 7B working on the 130C oscilloscope with John Strathman when I first met Chuck House. He was a new kid on the block at that time and assigned to work as a circuit designer for new oscilloscopes. About the same time Ned Barnholt joined our lab as a circuit designer. I was always quite focused on the task at hand that I didn't pay too much attention to all the various people, company activities and problems around me. My lab bench and drawing board was in the middle of the lab, right on the isle and I'd see Bob Brunner, Dick Alberding, Bill Terry, John Young, Barney Oliver and others frequently pass my drawing board to see Norm Schrock or Cort Van Rensselaer. Rod Carlson and Kay Magleby were at the far end of the lab working on the sampling scope. There are so many names and millions of memories. I'm sure The HP Phenomenon means more to those of us that worked at HP during some of the period covered by it. Knowing many of the folks that are written about makes it all the more precious. I noticed, while reading each page, every line and sentence has detailed meaningful information. It surprised me how much detail is included about our competition, their history, products, and successes (or failures). I won't kid you, but, like most books that I read and especially technical books or books on software...I fell asleep in the middle of the page more than once. But, while reading it I experienced several emotions. I was very thankful that Ray and Chuck took on this enormous task of documenting the thousands of details of HP, the many employees and their history. I was thankful that Ray and Chuck covered areas of which I had no knowledge. It's a fine reference book. I was thankful that they covered many events, meetings, and quotes of many of our managers at HP. And when I read the last page I found I had tears in my eyes because their book was a good read and sincerely appreciated. Really, all I want to say is that The HP Phenomenon book is precious and thanks to Ray and Chuck for writing it. I worked as a product de

This book brought back a lot of memories, and proved to be an education. Even after many years at HP, I was unaware how desperate some of the desperate times had been - including some that I had lived through. The authors have presented a fair and balanced picture that captures the strengths and weaknesses of every HP leader, including Hewlett and Packard. Looking at a more recent example, while Carly's failings have received considerable press, it's rare that anyone mentions the things she did for HP: Carly put "Invent" on the HP logo and pushed to reinvigorate invention within HP; Mark has extraordinary operational excellence, but he has taken "Invent" away. In closing, the authors present two possible future scenarios for HP: one good, one bad. I believe HP's record of renewal is a tribute to the strength of its core values. As HP separates from these values, whether through policy or necessity, it approaches a crossroads that will determine which of these future scenarios will come to pass. I was particularly encouraged to read about the glowing embers of the HP Way discovered during the interviews for this book. I'm now surprised to find myself in a graybeard role, perhaps engaged in my final project for HP. Whatever comes to pass, I know that when I finally say "Yes" to that fishing guide job I will always be grateful for the opportunity to work with the exceptional people at HP, a quality that distinguishes this company to this day. Chuck House and Ray Price have captured the essence of HP in a very readable work. I recommend this book without reservation.

When I learned from Chuck and Ray that they had taken on this endeavor, I said "wow - great idea, but how will they ever get it all down?" They got it all down. This is the definitive work on the life and growth of HP, and especially on the management of the engineering design & development process. All this told with anecdotes and quotes from the over 200 people Ray and Chuck personally interviewed. Congratulations! Dave Yewell, St. Helena, CA

This must be the most thoroughly researched book ever. If you're going to read one book on either HP or on business transformations in long-lived companies, this is the book. All long-lived companies have good times and bad times, both of which are usually exaggerated at the time they occur. House and Price do a great job of putting HP's successes and failures into meaningful context relative to the performance of the company's peers. The book also does a unique job of analyzing many breakthrough business processes invented at HP (in addition to the technological breakthroughs). HP is not the company it was 20 years ago. This statement would have been true if uttered at any time in the company's history. (Jon Johnston - HP Computer Museum, [...]).