David Packard & 'The HP Way:' Is Mayor Jason Burnett Emulating 'The HP Way' as Mayor of the City of Carmel-by-the-Sea?

ABSTRACT: David Packard (September 7, 1912 – March 26, 1996) was a co-founder, with William Hewlett, of Hewlett-Packard (1939), serving as president (1947–1964), CEO (1964–1968), and Chairman of the Board (1964–1968, 1972–1993). The founders developed a unique management style that came to be known as "The HP Way."  "The HP Way" was a framework of principles which reflected “the personal core values of David Packard and Bill Hewlett, and the translation of those values into a comprehensive set of operating practices, cultural norms, and business strategies.”
1. We have trust and respect for individuals.
2. We focus on a high level of achievement and contribution.
3. We conduct our business with uncompromising integrity.
4. We achieve our common objectives through teamwork.
5. We encourage flexibility and innovation.

“Management has a responsibility to its employees, it has a responsibility to its customers, it has a responsibility to the community at large.” David Packard
And Bill Hewlett, On their early management philosophy: “…we did not want to run a hire-and-fire operation, but rather a company built on a loyal and dedicated work force.”

The HP Way We have trust and respect for individuals.  We approach each situation with the belief that people want to do a good job and will do so, given the proper tools and support. We attract highly capable, diverse, innovative people and recognize their efforts and contributions to the company. HP people contribute enthusiastically and share in the success that they make possible. We focus on a high level of achievement and contribution. Our customers expect HP products and services to be of the highest quality and to provide lasting value. To achieve this, all HP people, especially managers, must be leaders who generate enthusiasm and respond with extra effort to meet customer needs. Techniques and management practices which are effective today may be outdated in the future. For us to remain at the forefront in all our activities, people should always be looking for new and better ways to do their work. We conduct our business with uncompromising integrity. We expect HP people to be open and honest in their dealings to earn the trust and loyalty of others. People at every level are expected to adhere to the highest standards of business ethics and must understand that anything less is unacceptable. As a practical matter, ethical conduct cannot be assured by written HP policies and codes; it must be an integral part of the organization, a deeply ingrained tradition that is passed from one generation of employees to another. We achieve our common objectives through teamwork. We recognize that it is only through effective cooperation within and among organizations that we can achieve our goals. Our commitment is to work as a worldwide team to fulfill the expectations of our customers, shareholders and others who depend upon us. The benefits and obligations of doing business are shared among all HP people. We encourage flexibility and innovation. We create an inclusive work environment which supports the diversity of our people and stimulates innovation. We strive for overall objectives which are clearly stated and agreed upon, and allow people flexibility in working toward goals in ways that they help determine are best for the organization. HP people should personally accept responsibility and be encouraged to upgrade their skills and capabilities through ongoing training and development. This is especially important in a technical business where the rate of progress is rapid and where people are expected to adapt to change. Circa 1992

"...an egalitarian, decentralized system that came to be known as 'the HP Way.' The essence of the idea, radical at the time, was that employees' brainpower was the company's most important resource. ...one of the first all-company profit-sharing plans... gave shares to all employees... among the first to offer tuition assistance, flex time, and job sharing..."

– Peter Burrows, BusinessWeek

"The garage was left behind... So too were the audio oscillator and thousands of other products – all abandoned in the endless pursuit of something better. Only the people remained, and they were cherished and respected..."

– Michael Malone, Forbes

"Somehow, we got into a discussion of the responsibility of management. Holden made the point that management's responsibility is to the shareholders – that's the end of it. And I objected. I said, 'I think you're absolutely wrong. Management has a responsibility to its employees, it has a responsibility to its customers, it has a responsibility to the community at large.' And they almost laughed me out of  the room."
– David Packard, Stanford Magazine

Source: HP Alumni

QUESTION:  Would the late David Packard have treated city employees Steven McInchak, John Hanson, et al. the way the City of Carmel-by-the-Sea, under the mayorship of Jason Burnett, has treated them?