The Hands-Off, All-In Approach
The core of the Hewlett-Packard philosophy was 'The HP Way', a culture built on a profound trust in its employees. Hewlett and Packard pioneered a practice they called 'Management by Walking Around' (MBWA). Instead of issuing commands from a corner office,
executives were expected to be on the factory floor, engaging with employees at all levels, and understanding their work firsthand. This created an informal, decentralized atmosphere where feedback flowed freely. But this casual approach was paired with an intense, non-negotiable focus on objectives. Employees were given immense freedom in how they achieved their goals, but the expectation that they would achieve them was absolute. This blend of autonomy and accountability could be disorienting; it felt both liberating and intensely demanding.
The Open Door and the Fire Axe
Hewlett's belief in empowering people wasn't just a talking point; it was an operational mandate. The company famously had an 'open door' policy, which encouraged any employee to bring concerns or ideas directly to senior management, including the founders themselves. This broke down the rigid hierarchies common in corporate America at the time. The most legendary example of this philosophy in action involved a locked storeroom. Finding the equipment supply closet locked on a weekend, Hewlett reportedly broke the lock with a fire axe, leaving a note insisting it remain unlocked forever because 'HP trusts its people'. To outsiders, this might seem like a rash act. But to insiders, it was a clear message: bureaucracy should never stand in the way of innovation. The confusing part for managers was learning to lead in a culture where rules could be literally smashed in the service of a higher principle.
The Engineer with a Humanist Streak
Bill Hewlett was an engineer to his core, a man fascinated by technical problems and product innovation. He and Packard built their company on making best-in-class equipment, from audio oscillators to calculators and printers. Yet, the most enduring product they created was a culture centered on people. 'The HP Way' was codified with principles like 'respect for individuals' and 'a commitment to community responsibility'. This was a radical departure from the era's top-down, purely profit-driven corporate models. Colleagues were often struck by the paradox of a leader who was obsessed with technical excellence but whose greatest legacy was a management style built on empathy, respect, and ensuring employees shared in the company's success. This duality was the source of both its genius and its initial confusion.
Freedom That Demanded Responsibility
The freedom at HP was not a free-for-all. While employees were given the tools and trust to pursue radical ideas, the culture was also relentlessly meritocratic. In his own words, Hewlett explained that the philosophy stemmed from the belief that people want to do a good job, and will do so if given the right environment. However, he also made tough decisions, acknowledging that if an employee, even a friend, was not performing, it threatened the jobs of everyone else. This was perhaps the most confusing aspect for his colleagues: reconciling a culture of psychological safety and belonging with a Darwinian demand for contribution and performance. It wasn't about being soft; it was about creating the conditions for excellence and then expecting nothing less.
