David packard and bill hewlett biography sample

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Published by John T. Woolley and Gerhard Peters [online]. December 11, Retrieved March 27, Archived from the original on July 24, Retrieved October 10, Packard took a leave of absence from GE the next year, shortly after marrying Lucile Salter. Returning to Palo Altohe began his partnership with Hewlett while taking classes and working nights. By the end ofPackard and Hewlett had their first product ready for sale.

They discovered that each partner had his own talents. As Packard wrote in The HP Way, "Bill was better trained in circuit technology and I was better trained and more experienced in manufacturing processes. This combination of abilities was particularly useful in designing and manufacturing electronics products. David Packard built his first radio using a vacuum tube — a common device in early electronic equipment — two batteries, and a few other parts.

With this simple radio, he picked up a station miles away. World War II fueled the company's growth. With Hewlett serving in the army, Packard ran the company. The HP plant operated all day long, and Packard often slept there on a cot. His wife also worked for the company, serving as a secretary and bookkeeper. Later, Lucile Packard bought presents for HP workers who got married or had a baby.

Packard credited his wife with starting many of the traditions that helped make HP feel like a family. For decades, female executives have struggled to reach the top spots at major U. Some people claimed a "glass ceiling," put in place by corporate boards, let women see the opportunities available, but kept them from reaching those positions. She became the first female to lead a major high-tech business, and the CEO of the largest U.

InHP also made her chairwoman of the board. Fiorina was born in California in Like HP founders William Hewlett and David Packard, she graduated from Stanford Universityalthough her specialty was medieval history, not electronics. She considered a career in law her father was a judgethen worked at a number of jobs before earning a master's of business administration MBA from the University of Maryland.

Inshe was named president of Lucent's largest group, and Fortune named her the most powerful woman in business. She won the honor a second time shortly after taking the job at HP. Fiorina's appointment won her and HP prominent attention in the press. She, however, insisted on downplaying her historical role as the most powerful U. Instead she focused on the job of adding spark to an old david packard and bill hewlett biography sample while continuing the HP tradition.

Fiorina faced david packard and bill hewlett biography sample from some HP employees, as she came across as flashy and tough. Slowly, however, she won support from top managers and the board of directors. Byhowever, Fiorina was still struggling to change HP. The battle to take control of Compaq raised questions in the media about Fiorina's commitment to the legendary HP Way.

After the war, HP recruited new scientists and managers, and the business grew quickly. As the company expanded, Packard was not able to have direct contact with all the employees, as he once had. He and Hewlett decided to hold a two-day meeting with senior managers to make sure they knew how to treat customers and employees, and to let the managers help shape the company's goals.

HP always encouraged its employees to be active in the community and give time to others. Packard's outside service included serving as chairman of the board of trustees for Stanford University during the late s. In that position, he met Congressman Mel Laird. In DecemberLaird was named U. Laird then asked Packard to come to Washington to serve as his deputy secretary.

Some people outside of government questioned Packard's appointment. Packard, however, was easily confirmed for the job. While in Washington, he used the HP Way, meeting with military leaders and getting their input on budget cuts. He also set up new methods for purchasing military equipment. Packard served as the United States was fighting the Vietnam Wara conflict that divided many Americans.

Working for the Defense Department was difficult during those years, and Packard was often criticized by politicians and the media. He also found it hard to work with the government bureaucracy — the layers of officials who decide what gets done and how. Packard wrote in The HP Way that dealing with the bureaucracy was "like pushing on one end of a forty-foot rope, and trying to get the other end to do what you want!

Packard returned to Hewlett-Packard in and resumed his role as chairman of the board. During the next several years, he made two trips to China. On the second, Packard began a relationship with Chinese officials that led to a joint venture in During this period, both Packard and Hewlett were not involved in HP's daily operations. Their roles changed, however, inwhen HP faced a slowdown.

Packard especially took a more active role in the company, helping to reorganize the computer operations. He finally stepped down as chairman of the board in After Packard died inthe foundation received the rest of his fortune. Some of the money was used by the foundation's Children, Families, and Communities Program to help minority children.

Packard used his scientific and business achievements to advance human welfare, just as he had hoped. Packard, David. The HP Way. New York : HarperBusiness, King, Peter H. Lohr, Steve. Zesiger, Sue. Agilent Technologies. Hewlett-Packard Company. Packard had two siblings, a brother who died in infancy and a sister who died at age twenty. Educated in Pueblo public schools, Packard took an early interest in radio and other things electrical.

He built a ham radio system and frequently visited the technicians at a small local radio station. While his parents had little direct interest in this area, both encouraged Packard. One area of mutual interest to Packard and his father was athletics. The six foot, six inch tall young man excelled at football, basketball, and track in high school and college.

Although he was raised in a comfortable home, he was not immune to hardships in the steel town of Pueblo. He decided to apply to Stanford to study electrical engineeringa career choice he had made several years earlier. There he formed several influential and enduring relationships. Two of the most significant were those with Professor Frederick E.

Hewlett, with whom he later cofounded the Hewlett-Packard Corporation in Terman encouraged the two men in radio engineering and nurtured the growing bond between Packard and Hewlett. On graduating from Stanford, with a B. He felt he could not take the risk of an uncertain income at the time and accepted a position with General Electric in Schenectady, New York.

He joined the section that made mercury-vapor rectifier tubes for the control of spot and seam welding. This position provided training that was important to him later. Many tubes were failing quality-control tests. Engineers and production employees worked together to conduct tests and identify every cause of failure. At HP, Packard spent much time on the floor talking to and helping employees, hence increasing performance, productivity, and loyalty.

A few months later, Terman arranged a fellowship for Packard to complete his engineering degree at Stanford which required a fifth year of study. Packard obtained a leave from General Electric and returned to Stanford, where his friend Hewlett was also studying and where he earned an E. While in the engineering program, Packard enrolled in business courses, believing that they would provide him with useful skills as he embarked that year on an electronics company with Hewlett.

They worked on a weight-reducing machine, an electronic harmonica tuner, and a bowling alley foul-line indicator. It was the first low-cost method of generating high-quality audio frequencies needed in communications, geophysics, medicine, and defense work. By the end ofthey had sold eight audio oscillators to Disney Studios for use in making the film Fantasia.

HP went on to develop a full line of audio-frequency-measuring instruments. During World War IIHP continued to expand its product line and develop new products, especially those associated with the needs of others in the defense effort. Hewlett served in the U. Armed Forces and Packard ran the company. Many of the new electronic concepts spawned during the war in radio frequency and microwave engineering were put to good use in new products.

With the end of the war and the drive to establish a new technology -based economy, HP was well positioned to thrive. Although there was an inevitable slowdown in the late s, the company continued to stay profitable and take care of its employees. Hewlett stayed closer to the engineering side of the company, and Packard moved over more into the business side.

Decisions were always made jointly. They maintained a close bond with Stanford and Terman, and attracted able people to the company as it expanded throughout the s. They achieved this by knowing customer needs and building quality products. They began with electrical engineering equipment designed by Hewlett and Packard that performed better and were cheaper than those on the market in Beginning with an audio oscillator for use in communications, geophysics, and medicine, they added a full line of audio-frequency measuring instruments.

They excelled in this line of products and slowly acquired companies whose lines of business were on the boundaries of the HP product line.

David packard and bill hewlett biography sample

Support functions such as sales and advertising often were handled by outside contractors. In addition to his business activities, Packard took an active interest in civic affairs. From until he chaired the Palo Alto School Board. In he favored Nelson A. Rockefeller as the Republican candidate for president. When Richard M. Nixon was nominated and elected instead, the new president sought a skilled administrator to serve as deputy secretary of defense.

To avoid conflicts of interest, Packard put his stock in a trust fund, with all dividends and capital increases going to charity. In Packard returned to Hewlett-Packard as chairman of the board. He also served on the boards of directors of corporations such as Caterpillar Tractor, Standard Oil of California, and Boeing, and was a trustee of the Herbert Hoover Foundation and of the American Enterprise Institute conservative research groups.

He was named as one of President Ronald Reagan's informal advisers. Packard held several patents in the area of electronics measurement and published papers in that field. Bloch Elias J. Corey Richard B. Bernstein Melvin Calvin Rudolph A. Marcus Harden M. Roberts Ronald Breslow Gertrude B. Elion Dudley R. Herschbach Glenn T. Seaborg Howard E.

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