1966 – Watts


  • New Mt. View Facility, 1.
  • PHOTO: HP’s South Queensferry plant, Scotland, under construction, 2.
  • Measure Highlights (December Issue), 4.


  • Measure Highlights (January Issue), 2.


  • 1966 Hewlett-Packard Scholarship Program, “Chick” Alexander, 1.
  • Measure Highlights (February Issue), 2.
  • Hewlett-Packard Helps Provide Work Contracts for Handicapped, Art Case, 2.
  • HP Laboratories–Solid-State Lab, Terry Inouye, 3.


  • Ray Wilbur Elected United Fund Vice President, 1.
  • (President) Johnson Names Hewlett To Science Post, 1.
  • Measure Resume, 2.


  • UC at Santa Cruz Honors Dave Packard (honorary Doctor of Laws), 1.
  • Blood Bank Dates, 1.
  • PHOTO: HP’s plant in South Queensferry, Scotland.


  • HP Profit-Sharing Payment Hits 8 1/2%, 1.
  • 1966 HP Scholarship Winners Announced, 1.
  • HP Record Sales and Earnings Reported, 1.
  • Hewlett-Packard Blood Bank Results, 2.


  • Lost! One Second in 88,000 Years, Joe Bourdet, 1.
  • Measure Resume, Don Tapley, 2.
  • New H-P Packaging and Labeling System, 3.


  • George Breed Named UF “Loaned Executive”, 1.


  • PHOTOS: Beginning construction on HPA’s Building 11, 1.
  • Sky High Medical Costs (How Our HP Insurance Adjusts), Keith Elledge, 2.


  • Hewlett Kicks Off United Fund Drive, 1.
  • Microwave’s John Young Heads Stanford Fund, 1.
  • Atlanta, Georgia, Selected For New Regional Building, 2.
  • PHOTOS: First Photos of Datamec’s New Home, 5.


  • Stanford University Honors Five Silver Anniversary All-Americans–Dave Packard, Recipient, 1.
  • Hewlett-Packard United Fund Contribution, $111,000, 1.
  • PHOTO: Building 11 under construction, 2.


  • HP Sales Subsidiary For Mexico Market, 1.
  • HP Personnel Responsible for New Magnetic Recording Systems, 3.

1966 – HP Journal Index

January 1966 v.17 n.5

Cover: Measuring Multi-Layer Liquid Depths with TDR

A New High-stability AC Voltmeter with a 10-MHz Frequency Range and 1% Accuracy. A new ac voltmeter with wide frequency coverage and enhanced accuracy is the first of its type to achieve a ground-referenced dc output, by Reid J. Gardner, pg 2-7. 400E.

Measurement of Liquid Layer Thickness with Time Domain Reflectometry, by James Brockmeier, pg 8. 140A, 1415A.

See Also: Correction: For Fig. 3 in the article “Measurement of Liquid Layer Thickness with Time Domain Reflectometry”, page 10 in the February 1966 issue

Design Leaders: Lionel Kay Danielson, Reid Gardner, pg 7

Stratospheric Warning, pg 8

February 1966 v.17 n.6

A New TV Waveform Oscilloscope for Precision Measurements of Video Test Signals. For testing TV transmission systems to meet the standards required for color TV, a special wideband oscilloscope has been designed, by Ralph R. Reiser, Richard E. Monnier, pg 2-6. 191A.

Continuous TV Monitoring with Vertical-Interval Test Signals. A brief description of the signals transmitted in TV channels for continuously checking channel quality, by Richard E. Monnier, Ralph R. Reiser, pg 7-10

Oscilloscope Design Leaders: Ralph R. Reiser, Richard E. Monnier, pg 10

Correction: For figure 3 in the article “Measurement of Liquid Layer Thickness with Time Domain Reflectometry”, page 7 in the January 1966 issue, pg 10

The ‘VITS’ Program for Intercity Television Network Testing, by S. C. Jenkins, pg 11-12. American Telephone and Telegraph Company.

[Author:] S. C. Jenkins, pg 12


March 1966 v.17 n.7

Cover: Low-Frequency RFI Measurements

A Sensitive, Wide Range DC Null Voltmeter with an Internal Bucking Supply for Zero Loading Error. A floating, high-sensitivity DC Null Meter measures voltages to below 1 microvolt and achieves virtually infinite input impedance with a bucking supply, by Charles D. Platz, pg 2-6. 419A.

Design Leader: Charles D. Platz, pg 5

A Portable DC Voltage Standard Providing 10 PPM Transfer Accuracy. A new type of instrument transfers precision dc voltages out of the standards laboratory to working areas, by Robert E. Watson, pg 7-10. 735A.

[Author:] Robert E. Watson, pg 9

RFI Measurements Down to 10 kHz with Spectrum Analyzer Converter, by John Cardoza, pg 12. 851B, 8551B.

See Also: Correction: In the article “RFI Measurements Down to 10 kHz with Spectrum Analyzer Converter”, the mixer input ports in Fig. 4 are incorrectly labeled, page 4 in the May 1966 issue

[Author:] John Cardoza, pg 11


April 1966 v.17 n.8

Cover: 1.5 x 10-8 Accuracy DC Voltage Divider Using New -hp- Standard Resistors

A New Distortion Analyzer with Automatic Nulling and Broadened Measurement Capability. A new audio-RF distortion analyzer has been designed which, when roughly pre-tuned, tracks the signal to be measured and automatically nulls the fundamental frequency allowing for a more consistent measurement and also over a wider frequency range, by Charles R. Moore, pg 2-7. 334A, 331A, 332A, 333A.

Design Leaders: Charles R. Moore, Terry E. Tuttle, Larry A. Whatley, pg 5

An Adjustable Standard Resistor with Improved Accuracy and High Stability. A new standard resistor designed in the -hp- Standards Laboratory can be set to within +-.015 ppm of nominal, substantially facilitating precision calibration work, by E. Paul Hubbs, pg 8-14. 11100.

Stability of Capacitively-Loaded Emitter Followers – a Simplified Approach. The following analysis shows that simple adjustment in bias current will often stabilize the circuit, by Glen B. DeBella, pg  16

[Authors:] Paul Hubbs, Henry T. Hetzel, pg 14; Glenn B. DeBella, pg 15


May 1966 v.17 n.9

Cover: Measurements made with a single new wide-range instrument: The Vector Voltmeter

The RF Vector Voltmeter – An Important New Instrument for Amplitude and Phase Measurements from 1 MHz to 1000 MHz. A broadband two-channel millivoltmeter and phasemeter simplifies many measurements heretofore often neglected, by Fritz K. Weinert, pg 2-9. 8405A.

Design Leaders: Roderick Carlson, Fritz K. Weinert, pg 9

Selected Vector Voltmeter Measurements, pg 10-12

A Portable Battery-Powered Multi-Function Meter with Lab-Quality Performance. A fully-portable laboratory instrument is useful from 1 hertz to 4 megahertz at levels to below 1 millivolt, by James M. Colwell, pg 13-16. 427A.

Design Leaders: James M. Colwell, Noel M. Pace, pg 14

Correction: In the article “RFI Measurements Down to 10 kHz with Spectrum Analyzer Converter”,  page 12 in the March 1966, the mixer input ports in Fig. 4 are incorrectly labeled, pg 4


June 1966 v.17 n.10

An Advanced New DC-25 MHz Oscilloscope for Programmed Production Testing. A new oscilloscope has the special capability of maintaining its dc baseline without drift which leads to higher dc accuracy and the important characteristic of being programmable, by John Strathman, pg 2-7. 155A.

Design Leaders: Charles House, Norman Overacker, John Strathman, Roy Wheeler, pg 7

Time Domain Reflectometry in 75-OHM Systems, by Charles A. Donaldson, pg 9

[Author:] Charles R. Donaldson, pg 9

Rise Time Converters for Simpler TDR Testing of Band-Limited Systems, by Lee R. Moffitt, pg 10-11. 10452A, 10456A.

Design Leader: Lee R. Moffitt, pg 11

A Calibrated Susceptance for TDR Measurements of Small Reactive Discontinuities, by Richard W. Anderson, pg 12-13. 874A.

Design Leader: Richard W. Anderson, pg 13

A DC-Stabilized Oscilloscope Plug-In with 50-mV/CM Sensitivity. Freedom from dc drift overcomes one of the most troublesome effects in making oscilloscope measurements of transducer output and other small signals, by James R. Pettit, pg 16. 1407A.

Design Leaders: Jim Pettit, Tom Schroath, pg 14


July 1966 v.17 n.11

A Sensitive new 1-GHz Sampling Voltmeter with Unusual Capabilities. A voltmeter operating on the principle of incoherent sampling measures over wide frequency and voltage ranges while providing an output usable for signal analysis, by Fred W. Wenninger, Jr., pg 2-8. 3406A.

Design Leaders: John T. Boatwright, Ronald K. Tuttle, Fred W. Wenninger, Jr., Roger L. Williams, pg 7

Coherent and Incoherent Sampling, pg 4

Measuring Attenuation, SWR, and Substitution Loss with a Low-Noise, High-Precision SWR Meter. Effects of noise and other factors are presented for an improved SWR Meter used with crystal and bolometer type detectors, by Bradford G. Woolley, pg 9-13. 415E.

[Author:] Bradford G. Woolley, pg 12

Increasing Instrument Sensitivity with a Low-Noise Preamplifier. A guide to a number of applications in which measurements are simplified by a low-noise wide-band amplifier, by Robert B. Bump, pg 14-16. 465A.

[Author:] Robert B. Bump, pg 15


August 1966 v.17 n.12

A New DC-50+ MHz Transistorized Oscilloscope of Basic Instrumentation Character. A small-size portable oscilloscope with negligible trace drift and using plug-ins has been designed as the keystone of a complete oscilloscope system, by Floyd G. Siegel, pg 2-11. 180A, 1801A, 1820A, 1821A.

Short, Large Screen, High-Frequency CRT, pg 4

Compact, Wideband, Stripline Delay Line, pg 7

Electronically-controlled Oscilloscope Camera, pg 10

Design Leaders: William L. Green, Floyd G. Siegel, James D. Williams, pg 11

World-wide Time Synchronization, 1966. Time scales maintained at the world’s time-keeping center have been correlated with new levels of precision in the latest around-the-world flying clock experiment, by LaThare N. Bodily, Ronald C. Hyatt, Dexter Hartke, pg 13-20. Flying clock, 5060A.

First Cesium-beam Resonator, pg 17

[Authors:] LaThare N. Bodily, Dexter Hartke, Ronald C. Hyatt, pg 19

The Benchmark, pg 20. Flying Clock, 5060A.


September 1966 v.18 n.1

A New Universal Impedance Bridge with Simplified, Semi-Automatic Tuning. By using feedback to adjust one bridge element automatically, a bridge requiring only one balancing control is achieved, by Katsumi Yoshimoto, pg 2-5. 4260A.

Design Leaders: Haruo Itoh, Kimijiro Kikuchi, Hitoshi Noguchi, Kazu Suzuki, Katsumi Yoshimoto, pg 5

A System for Automatic Control of the ‘DQ’ Resistor in an Impedance Bridge, by Hitoshi Noguchi, Haruo Itoh, Katsumi Yoshimoto, pg 6-9. 4260A.

Appendix: AC Bridge Loci, by Hitoshi Noguchi, pg 10

A Plug-in Unit for Extending Counter-Type Frequency Measurements to 12.4 GHz, by John N. Dukes, pg 11-13. 5255A.

[Author:] John N. Dukes, pg 12

New FCC Rules for FM Stereo Frequency Control, pg 14

A Frequency Comb Generator with a Range from 1 MHz to Beyond 5 GHz, by Roderick Carlson, pg 15-20. 8406A.

Design Leaders: Roderick Carlson, Harley Halverson, pg 19

Accurate Determination of a Signal Frequency on a Spectrum Analyzer, pg 17


October 1966 v.18 n.2

Cover: Cutaway view of major new 12 GHz Sampling Device

An Ultra-Wideband Oscilloscope Based on an Advanced Sampling Device. The state of the oscilloscope art has taken a significant forward step with the development of a new oscilloscope that operates from DC to 12.4 GHz and displays signals as small as 1millivolt, by Darwin L. Howard, Allan I. Best, James M. Umphrey, pg 2-7. 1425A, 140A, 141A, 1410A 1411A, 1430A, 1431A, 1432A, 1424A, 1425A, 1104A, 1106A, 1105A.

Design Leaders: Allan I. Best, Darwin L. Howard, James M. Umphrey, pg 7

Ultra-fast Triggering and Ultra-Resolution TDR, pg 9-10

Second Symposium on Test Instrumentation, pg 11

New NBS Laboratories, pg 11

A DC to 12.4 GHz Feedthrough Sampler for Oscilloscopes and Other RF Systems. An important circuit development in the form of an ultra-wideband sampling device is leading to major new capabilities in electronic instrumentation, by Wayne M. Grove, pg 12-15

[Author:] Wayne M. Grove, pg 15

A Summary of Some Performance Characteristics of a Large Sample of Cesium-Beam Frequency Standards, by LaThare N. Bodily, pg 16-19. Flying clock, 5060A.

[Author:] LaThare N. Bodily, pg 19

Operation of the Portable Cesium-beam Frequency Standard, pg 19-20

Frequency Standards in the Omega Navigation System, pg 20


November 1966 v.18 n.3

Cover: A Precision DC Differential Voltmeter and Ratiometer

A Simplified DC Differential Voltmeter and Ratiometer for High-Precision Measurements. An easy-to-use dc differential voltmeter measures dc voltages from 1microvolt to 1100 volts with a resolution of 0.2 microvolt and with high accuracy. This instrument is also a precision ratiometer for comparing two dc voltages, by Lawrence J. Lopp, Jr., pg 2-7. 3420A, 3420B.

Using the DC Differential Voltmeter/ratiometer to Construct a 100:1 Precision Divider, pg 6

Design Leaders: Larry L. Carlson, Lawrence J. Lopp, Jr., Robert E. Watson, pg 7

ADAC – An Automatic System for Measuring Hall Effect in Semiconductors. One of the barriers to detailed materials analysis has been the large effort involved in data acquisition and reduction. This has been greatly reduced in the -hp- laboratories by a system called ADAC. New information on the electronic transport properties of InAs has been one of the first benefits of the system, by Egon Loebner, T. J. Diesel, Cristy M. Schade, pg 9-14. Automatic Data Acquisition Contoller.

Analysis of Solids with more than one type of Carrier, pg 11

Typical ADAC Data Reduction Procedure, pg 13

Design Leaders: T. J. Diesel, Egon E. Loebner, Cristy M. Schade, pg 14

A Study of Indium Arsenide using ADAC Equipment, pg 15-16


December 1966 v.18 n.4

Cover: Tape Recorder Heads being aligned under microscope

A new High-Performance 1.5 MHz Tape Recorder. A new instrumentation-quality tape recorder has been designed around a current-rather than voltage-sensing input amplifier. Decreased noise and wider bandwidth are direct benefits of this approach, by Gerald L. Ainsworth, pg 2-7. 3950 Series.

[Author:] Gerald L. Ainsworth, pg 6

Magnetic Tape Recording and Reproducing, pg 4

Square Wave Response of The HP Model 3950 Magnetic Tape Recording System, pg 6

A Current Preamplifier for Magnetic Tape Playback Systems, by Arndt B. Bergh, pg 8-9

[Author:] Arndt B. Bergh, pg 9

Wideband Cavity-type Coaxial Frequency Meters. A discussion of the construction used to achieve the broad frequency range of the -hp- microwave cavity wavemeter, by Anthony S. Badger, Stephen F. Adam, pg 10-12. 536A, 537A.

[Author:] Anthony S. Badger, pg 12

Simplified Technique for Evaluating Diode RF Performance, by Bernard Levine, pg 13

[Author:] Bernard Levine, pg 13

Swept-Frequency SWR Measurements in Coaxial Systems. An important new swept-frequency technique permits quick and accurate measurements of SWR in coaxial systems up to 18 GHz, by Stephen J. Adam, pg 14-20

[Author:] Stephen F. Adam, pg 19

Standard Broadcast Frequency Offset for 1967, pg 19

1966 – Packard Speeches


Box 3, Folder 1 – General Speeches


March 22, 1966, Remarks to New York Security Analysts, New York City.

And similar comments to Boston Security Analysts on February 9, 1966. Since these are almost identical only the March talk is covered here as Packard’s notes for that are more comprehensive.


3/22/66, Packard’s handwritten notes for his talk. Notes are frequently cryptic and/or in brief outline form. The following attempts to quote his notes from beginning to end – no editorial text.


“State of Industry

Projections of Electronics Magazine in January.

Total               19,430             +8%

Consumer        3,300               +10%

Color TV      1,400

Industrial         5,837               +16%


Federal                        10,200             +6%


These figures look conservative now – Viet Nam 10 Billion. Could go to 19 @ 400,000 men.


International – Figures not very accurate by comparison. Possibly half of US Market. Has been growing fast. Probably slow down. Trend up but slowing.


Industry in tight economic condition.

Material shortages, copper, even aluminum.


Components in short supply, production delays, increasing quality problems.


Skilled manpower – machinists and technicians.


Engineer recruiting, especially at colleges very competitive,


Pressure on Costs – probably not severe.


At IEEE Show integrated circuits had headlines.

Big applications computers and some military equipment.


Impact on instrumentation

HP will have products using IC by end of year.


Give Details in Our Area

Test equipment more accurate and sophisticated.

Trend toward automation.


HP Operations first quarter

Orders – 51,294,000                +35%

Seasonal Pattern

Shipments – 43,668,000         +30%



8.7%            3,791,000        +48%

7.6%            2,458,000


Per Share         31 cents    /      20 cents



International –  $12,081,000   +29%

Research and Development – 10.5% or about 8.5

All divisions performance good.

Microwave and F&T Viet Nam

Of International 1965

2/3 Europe

20% Canada and Western Hemisphere

12% Asia and Africa


International Manufacturing

GMBH – +39%

Ltd         +63%

YHP       Problems


Balance of payments program will not slow growth. Borrowing in Europe now – may increase, probably at least 10% due to Viet Nam.


Some divisions strong from new plant and equipment expenditures. Little Viet Nam influence.

New products continue to be major factor – cover some of these in detail later.


Balance Sheet


Cash down, retire preferred stock – 8 million.

Plant and equipment – up. Probably spend 20 million this year vs 10


Accounts payable up – tight money.

Remainder of year push on production.

175,000 sq. ft. Palo Alto

Two buildings in Mt. View



Material shortages.

Copper, parts, aluminum ingots

Labor – Overtime and push on wages.

Probably maintain profit margins


New Products have been life blood of growth.

In 1965 – 16 new products produced 17 million out of 30 million gain. We are showing 60 or so new products at

IRE. Not all important but 15 or 20 should have mature sales level of 1 million annually or more.


New Products at IEEE

4260 Universal impedance bridge.

Made in Japan – important to build up sales for other HP products.


Two good products from Oscilloscope division.

141A Variable Resistance Scope

155A Programmable Scope

Other good scope products during year.


2212A Voltage Frequency  Coverter.

Computer controlled data system.

Quartz thermometer – volume this year.


Frequency and Time

5255A 3-12.4 GHz Converter.

5206A Automatic Converter.

Will support 5245L Counter

Reversible Counter



Several new supplies introduced some designed to work with integrated circuits.


HP Associates

Microwave switches

Hot corner diodes

Step recovery

New marketing program



Sampling voltmeter

New digital voltmeter – improve position

Voltage standards

Auto ranging voltmeter

Inexpensive multi-purpose voltmeter.



Spectrum Analyzers

Sweep oscillators

Vector Voltmeter – sampling

Phase lock for signal generators.

1.5 MC tape system


Sanborn Division

Intensive Care Units

Medical recorders

Data amplifiers

New instruments on deck – from HPL

New marketing organization

South America

We are in medical business to stay – strengthen R&D and whole management team there.


Chemical Instruments


F&M – Good response

Mechnolab products

Backup programs at HPL

Porter moving East Coast to provide management support for chemical instruments.


Management Organization

Strong Manufacturing Divisions

Marketing organization complete.

Order processing

Service centers east and west

Service contracts

Order handling system

In 1956 we did 20 million

We will be pushing 200 million in 1966 – strong hard hitting team in every area.

Continue to make as important contribution in future as we have in the past.


3/22/66, Outline of March 22 speech in New York, handwritten by Packard

2/9/66, Outline of comments for February speech in Boston, handwritten by Packard

9/3/65, Copy of letter from Packard to Richard M Hexter concerning scheduling details for speech.

9/8/65, Letter to Packard from Richard M. Hexter saying 3/22/66  date OK.

3/22/66, Newspaper clipping from Palo Alto Times covering Packard’s talk.

3/25/66, Letter to Packard from Richard M Hexter thanking Packard for speech.

5/2/66, Letter to Packard from John G. Lilienthal complimenting him on speech.

1/10/66, Copy of Electronics magazine forecasting fast growth for electronics industry in 1966.

3/66, Copy of HP InterCom magazine covering several new products

Also copies of many letters requesting copies of speech.



Box 3, Folder 2 – General; Speeches


April 6, 1966 , “The Fourth Dimension of Management” Stanford School of Business, Alumni of Paul Holden Management Luncheon, Los Angeles.


4/6/66, Typewritten text of speech.

As a preface to his talk Packard explains that he had tried to take a course from Professor Holden at Stanford, “but for some reason I could not get into his course – probably because he thought I wasn’t up to it.” He did succeed in taking evening classes from Holden later on and says that “Although I had only limited exposure to the wisdom of Paul Holden in my education on management, that exposure had no small influence on such success as I have been able to achieve. [As a sidelight, it was Professor Holden who requested that Packard speak to this group of Holden alumni and business people in Southern California.]

Packard says that over the past “twenty-five years there have been some interesting changes taking place in management theory and practice,” and he says would like to discuss some of these today.


In the first place Packard says he has seen “a growing recognition of the human side of management.” He recalls a conference on personnel management which he attended in 1946. In answer to a question concerning management’s responsibility beyond trying to make a maximum profit, Packard said he suggested “that perhaps we should provide job security, we should help our people achieve their personal aspirations and those of their families, we should provide the best working conditions possible, because our employees spent half their waking hours with us.” He says he “received little sympathy from the group. Some said, “Yes, to the extent you could prove profits were increased, but not otherwise.”

Today I am sure their answer would be different. Many, if not most, management people would say employee welfare is an objective to be balanced against profits –and other things , too.”


Packard says “A second change in management over the last 25 years has been the growing responsibility management people recognize to the community at large. Business people in the competitive free market system traditionally recognized such a responsibility, but felt apparently, this responsibility was discharged by the performance of their business. Free enterprise business has given America the highest standard of living the world has known, …”What more do you expect of us?” the businessman has asked. But it is clear that society does expect more, and this fact is becoming accepted by the management profession. Charitable support of education by business on a non-restricted basis at an increasing level, is one evidence. Participation by management people in such organizations as the Committee for Economic Development, is another.”


Packard gives other examples of voluntary participation by management when requested by government. When “the President asked the business community to participate in a voluntary program to help improve this country’s balance of payments problem….The participation was widespread and substantial….There has been voluntary participation for the common good at the expense of the short-term welfare of the specific enterprise before – during wartime, or during an obvious national crisis. Participation on a voluntary basis, in such a problem as the country’s balance of payments, requires both a mature and a sophisticated understanding of a complex problem, and a high commitment to the common good.”


Packard gives another recent example where “the President asked the business community to respond, by voluntary action, to help system the increasing inflationary pressures in our economy, by reducing or stretching out new plant and equipment expenditures. I believe the response will be substantial, even though in every case it will require that management people forego something they intended to do for the best interest of their individual enterprises.”


Proceeding with a discussion of changes in management attitudes, Packard says that “One of the key ingredients of management is organization – the structure of the assignments of responsibility. Here, it seems to me, there has been a definite trend away from centralization to decentralization, away from the concept of a military type organization of control by command.


“This trend has been substantially influenced by human considerations. One concept that has affected organization structure is the concept of management by objective. Following this concept, the organization is structured so every employee has as much freedom as possible in applying his skill, knowledge, and initiative to his job. It preserves as much human dignity as possible for every employee – fortunately, if done well, it also makes for efficient performance of the organization.”


Packard describes a concept, used by companies in the past, whereby the Comptroller was expected to control the business, and may have reported directly to the board of directors. Nowadays, however, Packard says “The manager expected to be responsible for his own area of involvement. Accounting and financial control is a tool he is expected to use to do his job better, not as a control to be used to tell him what to do.


“Indeed, the further we move toward freedom for the individual manager, the more we find human considerations and non-financial management techniques being used, in addition to financial controls.” Packard warns that “…in many cases over the last few years, where companies moving toward a decentralization structure have put too much emphasis on short-term profits, and have thereby failed to build long term strength into their organization. This weakness in building long-term strength is evidenced by such things as inadequate personnel development within the organization, failure to recognize the importance of research and innovation, and the absence of well developed long range plans which are understood and accepted by the organization.”


“No one should propose that we know the ideal organization structure, but I do believe we have made a great deal of progress in the right direction. At least some people have come to recognize that the objective of management is to provide an environment in which every person in the organization can utilize his or here ability most efficiently toward the common goal. The problem is to provide an environment under which this is achieved. It is, in by opinion, not well done by a command performance, not under a financial controller, nor under any rigid control from the top, as was thought a few decades ago.


“You may well raise the question about the new scientific methods being proposed for…management….Under this concept, taken to the ultimate, the manager would spend his life sitting before a console – a television type display – which would present facts and figures, charts and graphs, from the corporate computer and its information input system. The manager would push the appropriate button to see his daily or hourly sales, inventory, profit, state of the market, or whatever he thought necessary. It is even conceivable that, having the appropriate model programmed into the computer, the manager could ask the computer to make the optimum decision for the particular circumstances.


“When I think of such a management system I am reminded of a comment made by my friend, Professor Condliffe, who held a Chair in Economics at the University of California for many years….Professor Condliffe tells the story about the old librarian who, in handing out his first book on mathematical economics, said to him, “My boy, if you borrow this book you should not just glance through it and bring it back to me. You should read it thoroughly and digest it. But when you have done this, I beg of you to remember that (a + b)= a2 + 2ab + b2 only on one condition – that “a” is not stronger minded than “b”. If he is, the result will be a3 + b.”


“I presume the management profession will always have those who are looking for ways to find objective and impersonal answers to the complex problems of human organization. Twenty-five years ago the impersonal accountant, the controller, was one such proposal. Today we have the computer which makes possible a much more sophisticated mathematical approach.


“I believe we have made a great deal of progress in understanding the role of the individual in an organization. We have seen the manager’s horizon expanded to better understand the role of the people working in his organization, as well as the relation of his organization to the society in which it exists. For this reason I am greatly troubled by these new trends toward the impersonal approach to management. It is not that I believe mathematics and computers have no place in management. They do. They are important tools. They can collect, refine, and analyze the data necessary to make decisions. In some routine situations they may be able to make the decisions and implement the results. If, however, they are used to manipulate people like cogs in a machine, they will fail in their purpose, and they will be no credit to your profession, not to our society at large.


“It is my hope that these trends, which I have been observing over these past 25 years, toward a more human and a more responsible attitude of management, will continue. Management has come recognize its responsibility to employees as human beings – to recognize that their aspirations and their welfare are as important as profit. Management has come to recognize that a business organization is an important part of, integral with, and responsible to, society at large.”


“The proper role of business is not just to make a profit, but rather to make a contribution to society in all of its facets. Profit is only the proper measure of that contribution.


“This philosophy of management places great demands on the manager. He must be a broad gauged person. He must be knowledgeable in the techniques of management. He must have the vision to see beyond his day-to-day problems, both in time and in distance.


“We see in many business organizations broad gauged people, well trained in the techniques of management. We see men with the far-sighted vision of which I speak. We see new mathematical methods of analysis being used, including computers. We have these things in our company. But when I see a department well run, a division well run, or  company well run, I never see it done with good judgment, understanding of human values, mastery of management techniques, or vision alone – there is always a fourth dimension added – it can best be described as the strong minded man. He may even be lacking in some of the other dimensions, but somehow he brings out the best in his people and his organization, and he brings out performance beyond the call of duty. He can do it, whatever his assignment. If he needs financial controls, or mathematical approaches, or computers, he will get them if he can. If he doesn’t have them, he will get the job done anyway.


“This, then, is the fourth dimension of management – the personal drive and leadership ability of the manager. It is the difference between the great manager and the mediocre manager. It is the mainspring of management.”


“I am concerned that there may be too much emphasis in the selection and training of future managers on the techniques, on the mathematical analysis side, even on the human and visionary side, rather than how to identify and train the potential dynamic leader. There may be too much emphasis on how to do it, rather than being able to do it.


“Paul Holden, over his long and distinguished career, has made a great contribution to this fourth dimension of management. He had a great ability to pick students who became doers, and he inspired them in the vision of all of the great challenges of the profession. It is my hope that Stanford, and all the other leading business schools throughout the country, will continue to hold this as their first objective – to build strong in all the dimensions of management – but above all, to select and train the strong minded leader who will make the combination of a plus b squared, become not just a cubed plus b, but a to the fourth power plus b.”


2/4/66, Letter to Packard from John L. Wiester, President Stanford Business School Association of Southern California, asking if Packard would be willing to speak to their group at the annual Paul Holden Management luncheon.

2/24/66, Copy of letter from Margaret Paull to Robert J. Evers sending biography and photo of Packard.

3/1/66, Letter to Packard from John L. Wiester talking about travel arrangements.

3/2/66, Memo from Dave Kirby to Margaret Paull that the Stanford people would like to know a title of Packard’s speech as soon as possible.

4/6/66, Newspaper clipping from Palo Alto Times covering Packard’s speech.

4/7/66, Newspaper clipping from the Los Angeles Times covering Packard’s speech.

4/8/66, Letter to Packard from John L. Wiester thanking him for participating in the luncheon.

4/12/66, Letter to Packard from E. G. Nichols of Weston Instruments, Inc. agreeing with Packard’s comments on computers.

4/15/66, Letter to Packard from Melvyn S. Glass in Los Altos commenting on SP’s speech and enclosing an article by a Louis Kelso which he recommends.

5/2/66, Copy of a letter from Packard to Melvyn Glass saying Kelso’s article “is about as socialistic as I have seen, and would have all the disadvantages of such a system.”

4/15/66, Handwritten, two page letter to Packard from John Troxell, Stanford University Division of Industrial Relations, commenting favorably on Packard’s speech.

Summer 1966, Stanford Graduate School of Business Bulletin containing a summary of Packard’s speech along with photo of he along with Paul Holden and John L. Wiester. Packard is shown receiving the Paul E. Holden Lecture Award.

Several letters requesting copies of Packard’s speech.




Box 3, Folder 3 – General Speeches


May 6, 1966, “Business as a Social Institution” American Heritage Lecture, University of Colorado, Boulder , Colorado


5/6/66, Copy of typewritten speech


Packard says “We are continuing to experience the most impressive period of economic prosperity and growth in the history of America.” He gives some statistics to highlight this: Gross National Product up to 725 billion from 504 in 1960 – an increase of 40%. “To put these figures in perspective, in a mere five years we have increased our output of goods and services by an amount nearly equal to the total goods and services available to the people in France and Germany combined.,.”


Although the future looks bright, Packard sees “a strong current of restlessness, a growing concern among the American people about their society. It is a concern among groups of people who feel they have not received their fair share of the increasing prosperity. But, it is also the concern of people who believe that a society should provide more than material benefits for its people. It is expressed by students …by men and women in government, in professional life, in the arts, and in business and industry. It is a basic questioning of our goals and values – and it is expressed by many thinking Americans.”


Packard acknowledges that with all the unrest going on “…it is difficult to keep the current upsurge of social unrest in perspective. The age-old American Dream of social equality, and a good life for every American, has generated a turmoil which has been recorded, in varying degrees of intensity, in every period of our history. If the turmoil seems greater today it may be because communication between people is more efficient than ever before, with radio, television, easy and rapid travel across the country, in addition to the written word in newspapers, periodicals and books.”


“Even though the present social unrest is expressed in the main by minorities, and its  manifestations are magnified by our vast and efficient communication facilities, it seems nevertheless a very real and genuine Phenomena. Behind it lies the immensely important fact that the great economic progress of the Western World has brought legitimate social goals within reach of all. Under these circumstances it seems to me that impatience with progress – rather, the lack of progress – is bound to increase.”


Packard recalls that “Social equality was, after all, one of the founding concepts of America, It represented the opportunity to improve one’s position, to provide a better life for one’s children…. The American Dream was developed in an environment which rewarded hard work and ability, rather than social background. The proper rewards were a better job, a better home, a better economic position, when the majority were living at the edge of poverty. But it is taking a short-sighted view of human nature, indeed, to assume that aspiration are, or should be, limited to the benefits of affluence. An improved economic status is a reasonable first objective in human progress, but it should by no means be considered the only, or the final, objective.”


Packard says that “It seems to me, then, quite reasonable to assume that as satisfactory levels, of material well-being are achieved, other goals and aspirations of people will become more important….Furthermore, as a large majority of our people achieve a satisfactory economic position, those who fail to do so are properly more concerned as to why they are left behind.”


Packard says he does not always agree with the methods employed in some areas of social unrest, not with some of the disruptive forces behind them, “I must conclude that the developments are logical and healthy for the future of America.


“This concern about America and its future is apparent in every facet of our society. It is being expressed in the government by a myriad of new laws and administrative action directed toward social welfare. It is being expressed by the churches, no longer content with the role of leading the way to a better life in the hereafter. They are increasingly becoming involved in trying to make a better life here, now. New organizations to attack social problems are springing up on every side. The institution of business is not exempt from these influences – in fact, the business community is very much at the forefront of the modern social revolution. Today I want to explore with you some of the developments which have been changing the business enterprise from a strictly economic activity to an activity which has a strong social basis, and one which is having, and will continue to have, profound effect on the progress of our society in other than material ways.


“The business community has, almost throughout history, been accused of crass materialistic, selfish motives.”


“In more modern times it has been widely accepted that the business of business is business – and nothing else. The capitalistic, free enterprise, business community of America has traditionally defended itself in this position – by claiming, and with ample justification, that its methods have produced for the American Society the highest standard of living the world has ever known.


“Before the turn of the century the profit motive and free enterprise were sometimes defended on the theory of selective and self-improving evolution – the survival of the fittest.”


“Throughout the early decades of the twentieth century, the profit motive and a laissez faire economic environment were the ingredients which continued to build strength into the American economy, and an improved standard of loving for its people. Business leaders could point with justifiable pride to their accomplishments. The average standard of living in America advanced at an impressive rate. The door was always open for a person with ambition, ability, and a little luck, to move up the ladder – often two rungs at a time. The Horatio Alger story was repeated frequently enough to make it a credible goal for any young man or young woman. And it remains so today.”


But even with all this “impressive economic progress…there has been a growing, disquieting concern that this was not enough. Even before the turn of the century it was clear that the American society expected a broader responsibility from its business community. The government expressed its expectations with laws to control trusts, to protect consumers and employees. Labor unions expanded, often led by men who felt they had been denied opportunities in industry. In time they became a formidable counter-force to the power of business.”


Packard says that depressions would tend to intensify the country’s concern about business practices, “and the great depression of the 1930’s was no exception. When the economy was strong, it seemed reasonable to argue that the harsh practices, which resulted from uncontrolled free enterprise and the profit motive, were a small price to pay for the great economic progress produced. When the economy collapsed, the argument collapsed, and the critical attention of public opinion came to action. This the New Deal added new constraints to business, and the power of labor expanded throughout the thirties.


“The growth of business regulation by law, and the growth of union power, were not without their effect on the attitude of business leaders. Throughout the first part of the century there was a growing awareness that business managers did, in fact, have a responsibility beyond making a profit for their investors. They became more aware that their responsibility to their customers was not limited to the doctrine of caveat emptor. They began to realize that labor was not a commodity to be bought and sold on the open market, but was composed of men and women with human aspirations, and should be treated accordingly.


“This trend toward a greater social awareness on the part of business was encouraged by the development of Scientific Management.” And Packard traces the roots of Scientific Management in American history: Eli Whitney’s introduction of interchangeable parts in 1800, making mass production possible, attention to plant layout and material handling. F. W. Taylor’s techniques, which began with time and motion studies, were directed at improving production efficiency, and provided the basis for a management profession. This new profession was limited to specialists in its early years. Out of this beginning has grown a group of people well trained in the expertise of management, who have largely replaced the entrepreneur as the business leader.”


Continuing his description of the evolution of Scientific Management Packard cites a study by Elton Mayo of Harvard which “brought into focus the “human relations” in management. In a famous experiment at the Western Electric Company, he found that people responded to an improved environment with improved productivity. More important, his experiment seemed to demonstrate that people performed better if someone is simply interested in their welfare. This was a revolutionary idea in the 1920’s, but we see it work every day in our factories throughout the country in 1966.


“Market research brought the needs and desires of the customer into focus. The case of the Model T Ford clearly demonstrated that the business manager who thought he alone should decide what the customer should have would be left behind….No business can survive for long unless it serves its customers well.


“And throughout the past few decades business people have taken an increasing interest in the community around them. This was first expressed by the private philanthropy of men who had achieved wealth through their business careers. They built libraries and schools, and contributed in other ways to the public benefit. Then business organizations began to provide support for the social and cultural activities in the communities where they were located. This trend was greatly accelerated by the New Jersey court decision in A. P. Smith Mfg. Vs. Barlow case in 1953, which established that it was a proper function for a corporation to contribute to the support of education and other social endeavors. In recent years business support of America’s schools, colleges and universities has grown at a rapid rate, reaching a level of some $300,000,000 in 1965.”


Packard quotes William Henry Vanderbilt who, in 1880, said “The public be damned.” And Packard adds the observation that “Were Vanderbilt around today he would discover, perhaps to his dismay, that business has become an important social institution.”


Perhaps “a constructive social institution,” he adds. “Ever since the evolution of the industrial economy, business has had an important influence, in one way or another, on the personal lives of many people.


“The jobs which are provided by the business community supply the sole source of income for a majority of all families. One might conclude, if this income is adequate for a reasonable standard of living, the responsibility of business is satisfied. This, however, overlooks the fact that most people spend a large portion of their waking hours at their job. For this reason it has always seemed to me that the working environment, the satisfaction – the enjoyment, if you will – a person receives from the work he does, is important. And I think most business managers, the people who determine such things, have come to agree.”


Packard talks about the new, attractive industrial parks one sees around the country. And he compares these to “the dirty, unattractive industrial sections I used to ride through on the train going into Chicago twenty years ago.


“When one sees the inside of these new, modern factories, the comparison with factories built a few decades ago is even more impressive. In our company we have gone to great lengths to make our plants as attractive as possible for our people, with good lighting, attractive colors, air conditioning, and recreation areas for use in the noon hour.”


“But it is not just the physical environment which makes a job something more than a way to earn a wage. It is also the attitude and relationship among people in the plant. Supervisors are trained in human relations, and many other things are done to treat employees as people, rather than as numbers on a time clock. There are company activities, clubs of numerous kinds for employees, and in every sense a job has become a part of a person’s social life, as well as his economic life. I am convinced the trends toward this end will expand. “


Packard says “There are many other manifestations of this growing social conscience in the business community. Some are seen in the inner workings of the enterprise, others in relations with the outside world.


“There has been a great deal more attention to the customer, in quality of product, in recent years.”


“I do not propose to say that the business community has developed a social conscience toward the customer without some prodding by government regulations, and without the discipline of a free market. Without a doubt, the free market has been the strongest factor in encouraging a sense of business responsibility to the customer. In any case, if one thinks the customer can be protected by the government alone, I suggest he pay a short visit to Russia, where the government has been in complete control of the production of consumer products. There the public could hardly fare worse in getting what it wants and needs, either in quantity or quality.


“ It is in its relationship with the public-at-large that the development of a social conscience in business is most clearly seen. In this area things are happening which do not have a clearly definable business purpose. In some instances they seem even adverse in some degree to the short-term interest of the business enterprise.”


As examples of this Packard tells of two occasions in the past two years where “the President has called on the business community to undertake voluntary action to help solve a problem of national interest. In one case he asked business to limit expenditures and investments overseas to help the country’s balance of payment problem. The problem was caused primarily by government foreign aid and defense expenditures which generated an outflow of dollars.” In another example “the President asked again for the business community to take voluntary action to help stem the threat of inflation which has been developing in our economy over the past few months….voluntary action has been undertaken, again at the expense of legitimate business plans and programs.


“One of the most difficult problems is that of Civil Rights. There are groups which make the headlines. There has been considerable legislation. Behind this is a great deal of constructive effort by the business community. We are working to make available more jobs for minority groups. Many of the people in the minority groups have inadequate education and training for the jobs which are available. To help in this matter most business organizations have expanded their company training programs to help people improve their abilities and to move ahead. Great emphasis is being placed on the job of improving attitudes for better acceptance of these people in their jobs….What I see going on in the business community is more impressive, and I believe producing more progress, than all of the activities which are reported in the headlines – the governmental activities not excepted.


”Another area, broader in scope, in which the business community is making a significant contribution is that of public affairs. This covers a wide range of community, civic and political activities. Not too many years ago, most businessmen took the attitude that “politics is none of my business – nor the business of my employees.”


“Today, however, we find many companies who are devoting considerable time, money and effort to encouraging their employees to take a more active, personal interest in political and other civic affairs….Business is no longer content to “let George do it”; it has come to the realization that politics is not the politicians’ business – it is everybody’s business.


“Week in and week out I see business people concerned with other national problems. I see them providing advice and counsel to various governmental agencies, serving on committees, doing a number of public-spirited jobs – often at a sacrifice of time and energy which could be well spent in managing their own enterprises.”


Packard cautions that “…while I have pointed out that business has come a long way in developing a social conscience, let me assure you that it still has a long way to go. There are still within our ranks practitioners of chicanery, double-talk, fact-dodging, half-truths. There are those who are so enamoured with short-term profits that they overlook the importance of building long-term strength and vitality into their organizations.


“And even among those who have shown a flicker of public spirit, of responsible citizenship, there are still some who are unwilling to tackle the really big problems of the day – civil rights, mass transportation, water pollution, poverty, urban renewal. These are problems that cannot be solved by any single group of our society, but by the cooperative effort of many dedicated groups.


“As an example of an area where much remains to be done, let’s look at education. I mentioned that business support of education now amounts to nearly $1,000,000 per day. This is an enormous outlay, and one of which the business community is justifiable proud. But simply turning over a check to his favorite school or college does not end the businessman’s responsibility to education. He needs to take an interest in how the money is spent. He often does serve on governing boards to help the educational institution utilize its resources effectively. But the businessman can and should participate in many other ways to help our schools and colleges do a better job of educating America’s most important resource – our many millions of younger people.


“I realize there are some in the academic profession who believe that education is the proper concern of the faculty alone – that outsiders of any kind, including businessmen, should not attempt to influence the educational process. There is a great deal of tradition begin this view and in the main it has some merit. Nevertheless, I firmly believe there are many areas in which business people can properly and effectively make constructive contributions to the educational process. They can serve as lecturers in fields of their competence. They can provide consulting opportunities and temporary jobs for professors which reflect back in the professor’s classroom to the benefit of the student…I see nothing wrong – in fact, I see much benefit – when businessmen as well as other citizens take a constructive interest in the educational process at all levels.”


Packard acknowledges that business firms have focused a great deal of time and money on colleges and universities, and he asks the question “But what of the fifty percent of our younger people who will never get to college? These people, many of whom are employable and certainly trainable, are in many cases being shunted off into the wings. As Peter Drucker, the noted business writer and lecturer, has pointed out, there is a real danger that our country will be divided by the “paper curtain” of the college diploma. This is a political and social danger – and I think an economic danger. It certainly is, or should be, the concern of every business leader to create opportunities for the non-college graduate and to see that he is not considered an object of charity. It seems, then, that it should be a concern of businessmen to work with educators at all levels of our school system – from the first grade on up – to see that we are getting the most for our educational dollar and to help teachers and administrators with the enormous job which rests on their shoulders.


“It has been pointed out that the business leader, in attempting to improve the quality of our society, is sometimes confronted with conflicting pressures. On one hand is the responsibility to his stockholders and employees to optimize profits. On the other hand, his efforts to upgrade the social environment may, in fact, penalize profits.


“Actually, in my judgment there is little conflict between a corporation’s social responsibility and its economic responsibility to is stockholders. And what little conflict exists is focused on the short term, rather than the longer, broader gauged view of return-on-investment.


“While stockholders expect the corporation to earn a profit today, they also should expect it to create and enhance an environment in which it can continue to earn a profit tomorrow.


“In the course of these remarks I have emphasized that business has come a long way from the laissez faire, profit-motivated attitude which prevailed at the turn of the century. But I don’t wish to imply that freedom of business decision and profit making are no longer important. These, in fact, remain the mainspring of our entire economic system. The myriad decisions necessary for a vigorous, growing economy cannot be effectively made from a central authority. Rather they must be formulated within the business community itself, operating in the framework of a free and competitive market.


“It is my firm conviction that this same freedom of decision by business management is a powerful force in overcoming the great social problems confronting America. Legislation can provide a guide to social betterment, and action groups may add to the incentive, but the real progress comes from the day-to-day decisions of those people directly involved. To a very large extent these are the thousands of business leaders throughout the country.


“But social progress is impossible without economic progress; therefore social progress will be made only if we continue to have a healthy, growing economy. In our free enterprise system, economic health and vitality are, in the final analysis, determined and measured by profit. Today we consider profit not just as a return on the investment made in a business, but as the best single measure of the contribution a business makes to the society in which it exists. And the profit a business makes is, in the final analysis, the sole source of its strength to grow, to provide more and better jobs, to do its share in helping to create a better life for its employees, for its customers, and for the public-at-large, as well as for those people who invest and risk their money in the business.


“Business has come a long way in evolving from a strictly economic institution into a powerful, constructive institution working for the cause of social betterment. This evolution has been encouraged by Government action. It has been advanced by the pressures of unions and public opinion. It has been implemented by the development of asocial conscience among business leaders. Perhaps you would prefer to describe it simply as the development of an enlightened self-interest in the business community However you may wish to describe it, whatever the motivating forces behind it, I am convinced that it is one of the most important pillars of the social progress which we all hope to achieve as we more on into the future.”


10/25/65, Letter to Packard from J. R. Smiley, President, University of Colorado, inviting him to be their1966 American Heritage Lecturer.

10/27/65, Letter to Packard from William H. Baughn, Dean, School of Business,  expressing the hope that Packard will be able to participate in the American Heritage Lecture Series.

10/29/65, Copy of a letter from Packard to J. R. Smiley wherein Packard says he is leaving on a trip and will let them know if he can participate in two weeks.

11/16/65, Copy of a letter from Packard to J. R. Smiley saying he has decided he can

participate in the Lecture Series.

11/23/65, Letter to Packard from J. R. Smiley expressing appreciation on hearing Packard will be able to speak, and suggesting dates.

1/12/66, Letter to Packard from William H. Baughn discussing possible dates.

1/17/66, Copy of letter from Packard to William H. Baughn agreeing on date of May 6 and saying he will discuss business management.

1/26/66, Letter to Packard from William H. Baughn requesting the title of Packard’s talk when convenient.

2/25/66, Copy of letter from Margaret Paull to William H. Baughn enclosing photo, biography, and giving title of Packard’s speech as “Business as a Social Institution.:

3/1/66, Letter to Margaret Paull from William H. Baughn thanking her for the above information.

4/11/66, Letter to Packard from Maurice, Label, enclosing the program for the May 6 American Heritage Lecture. The program is included.

4/15/66, Letter to Packard from William H. Baughn discussing travel arrangements.

4/18/66, Copy of letter from Packard to William H. Baughn discussing travel arrangements.

4/20/66, Letter to Packard from William H. Baughn discussing dinner arrangements.

4/25/66, Letter to Packard enclosing a copy of an article to be printed in Newsweek Magazine titled “What Americans Really Think of Business.

5/11/66, Copy of letter to David Kirby of HP from Robert S, Dunham, Editor University News Service, discussing printing of Packard’s speech in the Colorado Quarterly.

3/24/66, Printed pamphlet containing a speech by George Champion, Chairman of the Board, Chase National Bank, titled “private Enterprise and Public Responsibility in a Free Economy.

5/6/66, Printed program of the School of Business Business-Alumni Conference to be held on May 6 and 7.



Box  3, Folder 4General Speeches


June 2, 1966. Acceptance, Hoover Medal, Stanford Alumni Associates, New York City


6/2/66, Typewritten text of Packard’s comments on receiving this award, with some handwritten notations by Packard.


Packard speaks primarily of Herbert Hoover, saying that “This medal has special significance for me because I had the great fortune to become well acquainted with Herbert Hoover during the last few years of his song and fruitful life.


“He was devoted to Stanford, to education and to scholarship in the highest sense of the word. He was a Stanford trustee for 50 years. He founded the Stanford Business School and made many important contributions to Stanford during his long term of service as a trustee. On several occasions he told me that he considered the establishment of the Hoover Institution on the Stanford campus as the most important work of his lifetime.

“Most people, particularly in this country, thought of Herbert Hoover as a dedicated conservative and a staunch supporter of free enterprise and what he referred to as rugged individualism. These things he believed in and stood for. But he was first and above all a practical idealist and a humanitarian.


“He saw so much human suffering he desperately wanted the future to be better than the past. It was for this reason he placed great hope in this institution he founded at Stanford. He hoped that scholars, by studying the lessons of his contemporary times contained in the vast collection of documents he assembled in his institution, would be able to point the way to a better future for the world. Many of us are working to expand the role of the Hoover Institution at Stanford because we share his aims and hopes.”


“When speaking of his profession – engineering – he emphasized its social benefits. He spoke of the “unending stream of goodness from engineering – jobs and homes for men.” He said, “engineering elevates the standard of living and adds to the comports of life.”


“ Mr. Hoover’s to devotion to the welfare of mankind stemmed, no doubt, from his Quaker upbringing and it encouraged him to spend the last 50 years of his life in public service. Time and again his high motives called similar response from those who knew and worked with him As Food Administrator in World War I, he relied largely on voluntary cooperation from the business community…. In accepting President Wilson’s appointment Mr. Hoover responded saying, “I hold strong to the view that while large powers will be necessary in a minority of cases, the vast majority of the producing and distributing elements in the country are only too willing and anxious to serve.”


Packard describes Hoover as “…a warm, philosophical man with a good sense of humor. He loved to sit around after dinner and tell stories….Often these stories would get around to fishing which was his great hobby.”


“The importance of this event today is not that I am the recipient of this medal – rather it is that the Herbert Hoover Medal established by the Stanford Alumni Association will serve year after year, to recall for the benefit of new generations, the wisdom and teachings of one of the great men of the twentieth century. With the increasing trend in America toward socialism, toward a welfare sate – with the growth of the new radical left infesting our universities – and other forces striking at the traditional pillars of the American society, we need to preserve as a stabilizing element Herbert Hoover’s kind of practical idealism, his respect for the individual and the contributions an individual can make in an environment of freedom, his kind of devotion to human welfare. If the tradition of the Herbert Hoover Medal contributes to this end, it will serve a worthy purpose regardless of such honor as may be bestowed on the recipients.”


6/2/66, Text of speech handwritten by Packard.6/2/66,

6/2/66,  Newspaper clipping covering speech.

6/2/66, Stanford University News Service release on speech.

6/66, Clipping from Stanford Observer covering speech.

1/11/66, Letter to Packard from Lewis L. Fenton, Stanford Alumni Association following up on a previous conversation about Packard having been selected to receive the fourth Herbert Hoover Medal, and discussing possible dates.2/3/66, Copy of letter from Packard to Lewis Fenton discussing dates.

2/11/66, Letter to Packard from Robert Pierce with further discussion of dates.

3/24/66, Letter to Packard from Lyle M. Nelson enclosing a copy of speeches made at the Herbert Hoover Medal award ceremony in 1965.

5/2/66, Copy of letter to Bill Hewlett from Roger Lewis of the Alumni Association inviting him to the award ceremony.

5/10/66, Letter to Packard from H. H. Buttner [HP Director], congratulating  Packard on the award and telling him he will be at the luncheon.

6/2/66, Lists of invitees and acceptances.

6/9/66, Copy of letter from Packard to Roger Lewis thanking him for serving as host at the Hoover luncheon.

6/3/66, Handwritten letter from Thomas Martzloff to Packard asking for the name of a book Packard had referred to previously.

6/9/66, Copy of letter from Packard to Richard C. McCurdy thanking him for serving as host at the Hoover luncheon.6/9/66, Copy of letter from Packard to Tom Martzloff  sending him a copy of a publication called Western Politica, published by a group of students at Stanford. Packard also mentions the Port Huron Statement, describing it as “a manifesto of the Students for a Democratic Society.”

6/6/66, Letter to Packard from James C. Haugh congratulating him on the award.

6/9/66, Copy of letter from Packard to James Haugh expressing his appreciation for Mr. Haugh’s support on behalf of Stanford.

6/22/66, Letter to Packard from John L. J. Hart sending an enclosure which is not named.

6/23/66, Copy of letter from Packard to John L. J. Hart thanking him for the clipping and saying he looks forward to seeing him at the “Grove”.

7/6/66, Copy of letter from Packard to the Stanford Alumni Association c/o Lewis Fenton expressing his appreciation for the award. Packard says “This recognition will give me great encouragement to continue to help our University toward the standards of excellence which will make all alumni proud of their Alma Mater.”

7/21/66, Letter to Packard from Robert M. Golden, President Stanford Alumni Association, extending an invitation to Packard to participate in any Alumni Association activities, and in particular mentioning the new camp on Fallen Leaf Lake.

Many letters of regret that they could not make the award luncheon, or of congratulation`.



Box 3, Folder 5 – General Speeches


September 17, 1966, Industrial Development of Colorado: Opportunities and Problems. Loveland Chamber of Commerce Industrial Days Banquet.


9/17/66, Typewritten text of speech with handwritten notations by Packard.

Saying that HP first opened a plant in Colorado seven years ago, Packard tells his audience that the coming to Colorado “has been a very good decision for our company. I hope you also feel it was a good decision for Colorado – and for Loveland and Colorado Springs, where our plants are located.


“Both of our divisions in Colorado have prospered, and we believe they will continue to do so. They have done well because we were fortunate to have, from the very beginning, a competent group of people to establish and manage these divisions.


“These divisions have done well because Colorado provides an excellent environment for a technologically-oriented industry like ours.”


Packard also refers to the “splendid help and cooperation we have received from so many people throughout the state.”


Saying that “Colorado has been eminently successful in attracting new industry over the past few years”, Packard says he “would like to pass along a few thoughts about the problems and opportunities of industrial development here in your state.”


Packard’s first point is that “the underlying purpose of industrial development for a state or a region is not just to improve and strengthen the economy, but also to contribute to – and improve if possible – the social environment of the area.


The main objective of industrial development is to make a region a better place for all of its citizens. Now, this is a difficult problem in practice because it involves the interests and aspirations of many people, and these often come into conflict. But it is important that these diverse interests and aspirations be recognized and dealt with by everyone involved.”


Packard acknowledges that many changes have come to Loveland following the arrival of Hewlett-Packard. :”There is more traffic,. There are new pressures on schools. Many new houses have been built. Business activity, particularly service type business, has expanded.


“We hope the changes that can be attributed to our being in the area have been, in balance, good for the community. I am certain there are some who would prefer to have Loveland the way it was before -–or at least those who look upon some aspects of this rather substantial growth as not all for the better.” Packard quotes John Gardner, the U.S. Secretary of Health, Education, and Welfare, as saying in reference to a changing world that “It’s perfectly safe to be nostalgic about the world we left behind us. It’s gone forever. We have no choice but to try to make the world of the future the kind of world we want, the kind of world we think is worth living in.”


“Industrial development affects not just the economy of an area, but the social environment as well. It provides strong motivation for change – for many kinds of change.


“This makes a strong case for the importance of long range planning by any community seeking to expand its economic base by attracting business and industry. Long range planning of the entire community or area in all its aspects is an absolute necessity to guide growth accelerated by new industries attracted to the area. Even with good planning, implementation is difficult and things don’t always turn out the way we hope. Planning and its implementation in the right direction is difficult because there are many interests involved and they are often in conflict to some degree, at least.”


Saying that “Good planning requires imagination…and leadership.” Packard points out some of the many questions that must be given consideration: “Careful thought has to be given to what the community should be like ten or twenty years ahead. The plan should be based on a thorough understanding of what the community hopes it will be when and if the industrial development program is completed. The existing pattern of the community is bound to be affected. What will the new pattern be? Is the industrial complex to be integrated from residential sections?  What are the ultimate traffic patterns? How are the schools, shopping areas, recreational facilities related to industrial areas?”


The uncertainties of business make it difficult for companies to predict the future and this “demands that community-industry planning be flexible, cooperative, and continuous. We encourage our divisions to cooperate closely with the people in their communities with the hope that their help will be constructive in encouraging sound long-range planning for the benefit of the entire community and in carrying out those plans on a year-to-year basis. We want to make a meaningful contribution in this direction here in Colorado. If you feel there is more we can do in any area, I hope you will tell us so.


“I say this not in a sense of high-minded idealism – I say it from a hard-nosed business viewpoint. Our company will be more successful in Colorado of Colorado is a better place to live, to raise families, to provide a proper environment for people to achieve their personal aspirations. Today, more than ever before, the success of a company is determined by its people. If they are capable, enthusiastic about their work, enthusiastic about where they live, their success working together in a business enterprise is most likely to be assured. This has become more apparent to the business community in recent years as an important ingredient in a successful enterprise.”


In the past, Packard says, “prime attraction for industry to Colorado has been natural resources. The economy of your state has been built on mining, agriculture, limbering, smelting and refining, and of course, tourism. All of these are almost entirely dependent on Colorado’s great natural resources….There has been no large pool of skilled labor, no mass market, nor low-cost transportation to mass markets.


“However, in recent years the door has been opened to a new and great opportunity for Colorado. This opportunity stems from the development of what are often called knowledge-based industries. This type of industry has changed the traditional ground rules for plant locations. Because it is less dependent on raw materials and energy sources, it can be more flexible in choosing a location. It measures site selection by other criteria, and it is this that provides the opportunity for industrial expansion in Colorado.”


Following this thought, Packard suggests that “It might be interesting to review what we in Hewlett-Packard consider to be the primary considerations for the selection of a new plant location for our company. Other companies might have different areas of emphasis, but I believe they would generally have the same criteria on their lists.


“The first of these is that of living conditions. That is, a desirable community and region in which people can live…Colorado is a good place to live. It has an excellent climate, many attractive residential communities, good government, and a good public school system. These assets are attractive to people, They should be nurtured and improved. Unfortunately they can be deteriorated or destroyed by unplanned, too-rapid growth. I would thus again emphasize the importance of  sound planning directed toward keeping an attractive residential character in your cities and towns. This is not inconsistent with industrial development, but complementary to it.


“The development of large urban centers with industry concentrated in unattractive surroundings, people driving on crowded highways to go to work every day, should, in by view, be discouraged whenever possible.”


Packard tells of a recent article in the U.S. News & World Report magazine which included information gained in Loveland. “…The article posed some of the issues we are talking about here tonight – that is, the almost overwhelming problems of the megalopolis., including population, traffic, pollution, crime, and costs. It then presented the views of a number of industry representatives supporting the position that industry can find a home, indeed a very pleasant home, in many smaller communities through the country.


“Our feelings on this subject were reported in some detail, and certainly reflect our satisfaction with living and working in Loveland and Colorado Springs.”


“I would hope – with Colorado in its early stages of potential growth – that those of you who are undertaking to guide the future of the sate will place great emphasis on this concept. Colorado has the opportunity to become the model of industry-community development of the future. By careful planning you can avoid the disaster of over-concentration of people, air and water pollution, frustrating traffic, and other difficulties which have befallen many communities throughout the country.”


“A good establishment in higher education is a very important attraction to new industry, and has high priority on our list of criteria. You in Colorado have an excellent state university system, and a number of good private colleges and universities as well. This was an important consideration which attracted my company to Colorado. One out of every eight people Hewlett-Packard employs is a college graduate. They are scientists, engineers, management people living in a fast changing world. They must be dedicated to continuing education to keep abreast of their professions. They seek and need continuing formal education, and they thrive and produce best in an intellectual environment.”


“Good air transportation is essential for any industry operating on a national or international basis, and therefore another important consideration. Fortunately, you have in Denver one of the country’s major air terminals. This, too, was a decisive factor in Hewlett-Packard’s selection of Colorado. I hope you will remember that this is an important asset for the state’s industrial development program.”


“A fourth criteria, which is also of extreme importance to us, is the availability of the kind of people we need. In our line of work, we have an almost continuing need for highly trained and motivated engineering and scientific personnel. Ours is an industry of innovation. New and worthwhile electronic, chemical, and medical instrumentation is our life-blood.”


“We, along with many other companies of our type, also have need for a pool of skilled and unskilled labor. As our company grows, we have ever-expanding requirements for electronic technicians, machinists, secretaries, and others with similar special training.”


“It is also desirable to  locate in communities which have a high percentage of high school graduates. There are many activities in our manufacturing processes that can be undertaken by these people, following a short in-plant training period.”


“And finally, site selection is heavily influenced by the posture of local, regional, and state governments. We seek communities that have progressive, efficient local governmental organizations that encourage sound industrial development; organizations that can meet the challenges of community planning in the face of a changing environment. Se seek out those states that have demonstrated a sincere interest in business and industry. We are not seeking favors, only favorable attitudes.


“Once established, we expect to be a community neighbor for a long time. We would hope, therefore, that immediate favorable attitudes demonstrated by the region and the state would be extended for many years into the future. Needless to say, this relationship is a two-way street, and we would expect to conduct our business in a manner consistent with the policy of being a good neighbor.


“Let me say again, we are very pleased that our company came to Colorado. Let me also say that I believe all of you deserve a great deal of credit for the industrial development which has taken place over the last few years in Colorado. I suspect many who are working to encourage more industry to come here are disappointed that the progress is sometimes slower than you hope for. It seems to me progress may sometimes be slower that desired – especially if you are careful and selective in what you do.


“On this point I would suggest much caution against haste. It has been proposed, for example, that communities should issue tax free bonds to offer special inducements for an industry to come to the community. This, in by view, is a very hazardous procedure. Some communities in the south have done this to build plants for an industry, only to find that after a few years the business fails, or for some reason has to move elsewhere. The community is then left to pay off the bonds with no industry to help.


“I hope you will not adopt this procedure here in Colorado. If the attraction you have is not sufficient to encourage the industry to come under normal business procedures, you are probably better off without it. Artificial inducements encourage poor decisions for both the industry and the community and should be avoided in most cases.


“”I am very pleased to have had this opportunity to be here with you tonight. I have enjoyed seeing many of my old friends, as well s the many people here who have become new friends with our company’s involvement in Colorado. I hope you consider the Hewlett-Packard Company an important partner in the future progress of Colorado. We will do our best to justify your confidence and your faith in the industrial future of your state.”


9/17/66, Copy of typewritten “excerpt” from this speech

6/23/66, Copy of letter from Packard to Mark W. Cordell, Manager Loveland Chamber of Commerce. Packard confirms he will talk at the Industrial Days Banquet in Loveland on September 17th.

7/17/66, Letter to Packard from Mark Cordell,  giving details of the banquet day.

8/5/66, Copy of letter to Dave Kirby from Paul Rice, President First National Bank, Loveland, CO,  inviting the Kirby’s to the dinner.

9/27/66, Letter to Packard from John R. McKeown, saying he enjoyed Packard’s talk.

9/21/66, Letter to Packard from Carl N. DeTemple, Secretary Colorado Association of Commerce and Industry. Congratulating Packard on speech and asking for a copy.

9/30/66, Copy of letter from David Kirby to Carl DeTemple sending a copy of Packard’s speech.

Box 1, Folder 27 – HP Management


January 12, 1966, Management Conference, Monterey


1/1/66, No agenda is included, but some brief notes in Packard’s handwriting is in the folder:


Goal 9%

Mfg. Div 23%


Getting Business 10%

Growth 16% for 1966

How we get there

New Products

Better Mousetrap theory

3/31/66, A letter from Cort Van Rensselaer to Department heads sharing feedback from     discussion groups at the Jan. 12. conference.

1/19/66, Agenda for a “Little Monterey” meeting to share discussions with a broader         audience.

1966 – Hewlett Speeches

Box 1, Folder 71 – General Speeches


January 5, 1966 – Talk to New Marketing MBAs, Palo Alto, CA


1/5/66, Brief notes for talk, handwritten by Hewlett Packard


Speaking about the problems associated with the assimilation of the sales representatives, Hewlett talks about stress saying it means a challenge, means an opportunity.


“A great opportunity for you to contribute to and help in the working of these problems. I hope that you find this interesting and challenging.”


12/23/65, Copy of a memo from Len Gibson to Bill Hewlett inviting him and his wife to a dinner affair.

12/27/65, Copy of a memo from Len Gibson (no addressee) listing the attendees with brief biographical facts.



Box 1, Folder 72 – General Speeches


January 12-15, 1966 – HP Management Conference, Monterey, CA


1/12/66, Folder contains many papers and notes of data for discussion



Box 1, Folder 73 – General Speeches


February 14-17, 1966 – Northwestern Medical Association Annual Meeting, Sun Valley, ID


2/14/66, Copy of program for the meeting. Hewlett appears to have been only an attendee, along with enjoying the skiing. The folder contains a rather erudite paper written by “Ken” which discusses Hewlett’s ski boots and the bindings for his skies, giving precise changes in the length of these resulting from changes in temperature.



Box 1, Folder 74 – General Speeches


February 24, 1966 – New Employee Indoctrination Seminar, Palo Alto, CA


2/24/66, Outline of remarks, handwritten by Hewlett on notebook paper.


Speaking to a group of new sales representatives, Hewlett discusses some sales techniques and emphasizes the changes underway from a small to a big organization. He says their education will be continuing – as is his to this day. He says “[Management] is going to be looking for people with real ability and leadership which in a decentralized organization is our most critical commodity.”


2/15/66, Copy of a memo from George Stanley to Bill Hewlett, giving some background information for his remarks to the seminar group.



Box 1, Folder 75 – General Speeches


March, 1966 – HP Board Meeting, New York, NY


3/66, Several pages of topics, facts and data, handwritten by Hewlett on notebook paper



Box 1, Folder 76 – General Speeches


March 15, 1966 – Talk To National Accountants Association, Palo Alto, CA


3/15/66, Outline of remarks handwritten by Hewlett on notebook paper.


Hewlett discusses HP problems in building international markets. He describes the changes starting in 1959 with HP headquarters in Geneva and a small manufacturing plant in Germany, talks about foreign governments, as well as the U.S Government. Among his concluding points he says:


“Need to be willing to adapt

Must maintain ethical standards

Need professional management

Much effort – much to be gained”


3/17/66, Letter to Hewlett from W. J. Massey thanking him for speaking to their group

3/30/66, Copy of a letter from Hewlett to W. J. Massey thanking him for the “attractive sterling pen knife.”



Box 1, Folder 77 – General Speeches


May, 1966 – Talk to YHP Sales Group


5/66, On two small pieces of paper Hewlett lists some items he intends to cover – in pencil, difficult to read



Box 1, Folder 78 – General Speeches


May, 1966 – Turkey Revisited


5/66, Copy of typewritten report of Hewlett’s second trip to Turkey. Hewlett’s first visit to Turkey was made in September/October, 1965, and his report on that trip is summarized in the speech file dated November 8, 1965. He revisited Turkey in May, 1966, and wrote another report which he considered a supplement to the first. A Summary of this second visit report follows.




As predicted the Justice Party won a substantial victory in the elections last fall. The Republican Peoples Party, headed by Inonu, one of Ataturk’s old Generals was out. The leader of the Justice Party is Suleman Demirel, and he will be the new Prime Minister.


Hewlett also reports that there has been a change of President in the country as well. General Sunay was elected to replace General Gursel and is supposed to represent the politically “hands-off” faction of the Army.


The Demirel Administration


The Demeril Government has introduced two controversial bills. The first changes election rules which would make it harder for smaller opposition groups to return to power, and the second provides for a general amnesty which would free some remaining political prisoners.


Visit with Minister Demirel


Hewlett, along with the Ambassador Hart, met with the Prime Minister, and he reports on several subjects they discussed – such as Turkey’s State enterprises, high import duties, encouraging foreign investment, sources of capital for private enterprises, and agriculture.




Hewlett, accompanied by Deputy U.S. AID Minister Wagner,  talked with the Minister of Energy, a Mr. Deriner, who oversees the Turkish Coal Industry, and with Mr. Behzat Firuz, Manager of the Turkish Coal Industry, a SEE. The coal operation runs a high deficit and Firuz said the subject of higher prices was extremely sensitive. Hewlett quotes Firuz as saying he was not in favor of SEE operations  and would be happy to see them abolished. Hewlett says Mr. Firuz “was the most superior person I have come across in a State-owned enterprise.”


The Turkish Forest Service has shown no great signs of being willing to cooperate with private industry in the development of their forest preserves. Turkey has a fine stand of suitable pulp wood trees, and as there is a continuing need for pulp,  Hewlett says this area would be ideal for the development of a sustained yield demonstration project.


The State Petroleum Industry is pushing its plans to produce PVC despite the fact that there is a Turkish company ready, willing and able to take on this production with the assistance of a U.S. firm, Dow Chemical.


Hewlett concludes with some examples of inefficiencies in various State owned operations and makes it clear he does not have great respect for the Turkish SEE system.




Hewlett says it does appear that aggressive and imaginative people can carve out an effective place for themselves in the private sector and he talks about one such person, Orhan Sertel. Mr. Sertel owns a fleet of trucks which have been used to haul oil from central Turkey to a Mediterranean port. A pipeline will soon eliminate the need for these trucks and Sertel has started a new fleet of refrigerated trucks to haul fruit and vegetables to Europe. This project appears to have great potential to earn much needed foreign exchange for Turkey if additional transportation equipment can be obtained. But there is a 100 % import duty on such equipment, so a given investment will buy only half as much equipment as it could with no duty. Hewlett says he pointed this example out to Prime Minister Demirel.


Hewlett met with one of Turkey’s principal industrialists, a Mr. Nejet Eczasabasi, President of Eczasabasi Pharmaceuticals. Mr. Eczasabasi has obtained license agreements with foreign manufacturers to allow him to produce their products in Turkey.  He  appears to have prospered in this tightly regulated field. As an example he took on the Ipana toothpaste  line and now has 74% of the toothpaste business in turkey. Hewlett says Mr. Eczsabasi is typical of some of the successful larger entrepreneurs in Turkey in that he is concerned as to how he can hold all of his operations within his family. He sees little need for the development of a capital market in Turkey.


Hewlett had lunch one day with Mr. Sehap Kocatopcu who is the President of Pesabache Glass company, which makes flat glass and stemware. Hewlett says Mr. Kocatopcu told an interesting story of their relationship with the Russians who were trying to penetrate the glass industry in Turkey – with political objectives in mind.


Hewlett describes two trouble spots involving oil and steel. He spoke with William Fricker of  the Mobile Oil Company who was very unhappy with the Turkish Government for having imposed a 40 cents per barrel tax on refined petroleum and will not allow this tax to be passed on to consumers. The net effect will be to cause these refineries to operate in the red. Hewlett feels this is such a flagrant case of persecution of the oil industry that they will probably be able to obtain some relief.


Hewlett found the Eregli Steel still in trouble with an improper capital structure and the costs of raw materials way out of line. Mr. Danis Koper, Chairman of the steel mill says they hope for a rollover of financing charges and expansion of their facilities. AID has obtained the services of a team of experts to make a survey of the overall situation. This is a serious situation because this mill is the largest AID undertaken and stands as a symbol of American prestige in Turkey. Hewlett says its failure would be a most serious blow not only to American prestige in Turkey, but in most of the developing nations of the world.




Hewlett visited representatives of three classes of banks – the Is Bank which is a quasi-governmental bank, the Guarantee Bank which is strictly a private bank, and the Industrial Development which was established for this purpose.


Hewlett met with Mr. Bulent Yazici, the Manager of the Is Bank. Their conversation centered around the availability of funds to support a capital market. He, along with others, was not enthusiastic about the proposal to seek investment funds from Turkish workers in Germany [who evidently save money in Germany over and above what they send home to their families in Turkey.]


Yazici pointed out that in developing countries like Turkey, it is unreasonable to assume that a shareholder will be willing to invest, or even should invest, in an untried company through public subscription. Some intermediate financial organization is required that will back a new company during the initial critical years. This financial organization should be able and willing to sell its interest in this corporation to the public.


Hewlett talked with Resid Egeli, of the Industrial Development Bank, and his principal assistant, Bahaeddin Kayalioglu. Egeli echoed many of the views of Yazici, who is not only Manager of the Is Bank, but is also Chairman of the Industrial Development Bank. Mr. Egeli pointed out the desirability of legislation that would facilitate the development of the capital market. Although there is a bourse in Istanbul, a review of the daily transactions showed that most of the stocks had not been traded for many weeks or months. The U.S. Rubber issue was an obvious exception to this rule.


Hewlett says it was not clear whether Egeli was meeting the full obligations of a development bank.   There was some indication that he might be charging excessively high interest rates, and that he might not be rolling over his equity positions in successful companies early enough – preferring to hold them for their gains.


At the Guarantee Bank Hewlett met with President Cabir Selek, who had provided a great deal of information about the “unfair competitive tactics” of the SEE. Mr. Selek seemed to be meeting the challenges posed by the SEE rather successfully. Selek was concerned about the drying up of program loans for Turkey which have been an important source of foreign exchange.




Hewlett met with two of the agricultural specialists in the AID office in Ankara. One project which had impressed Hewlett on his previous trip had been the Agricultural controlled Credit Bank program at Denizli. Apparently this project is still prospering and has prompted the Turkish Government to try and establish similar projects in other parts of the country.


Turkey still appears to have a lack of adequate agricultural programs at the universities and an associated extension program. The new university at Ergurum may permit some progress to be made in this direction. Turkey is in urgent need of an effective seed development program and is most anxious to get an expert from the Rockefeller Foundation to help on this problem.




On his first trip Hewlett was pessimistic about the prospect for tourism in Turkey. However, this time he says he sees tourism on the increase, primarily from Europe. Hotel accommodations are improving with a new hotel in Ankara under Swiss management.




The only educational institution Hewlett visited during his second trip was Robert College in Instanbul. He says this is a fine institution founded by American funds many years ago. It has had influence all out of proportion to its size in Turkey due to the caliber of the people that it has educated and the quality of its educational content. The college has an enrollment of about 820 students – about 80% men. The engineering faculty is reported to be one of the most distinguished in Turkey and is currently planning to expand into the important field of sanitary engineering. It has two campus locations. The principal one overlooking Bosphorus and adjacent to the old Turkish Fort built in preparation for the final attack on Constantinlple, circa 1453, is absolutely magnificent.


However, the school is under heavy regulation and is having rather severe financial difficulties. It has an endowment of about 15 million dollars which is managed in the U.S. and has a budget of 1.5 million dollars annually. During the last few years AID has furnished about two million dollars annually in support for the college.


Restrictive regulations are also a burden. Certain courses must be taught in Turkish, regulations control faculty appointments and advancement, and importantly, the amount that may be charged for tuition and expenses.




Contrary to his first visit when he did not come across any particular anti-American sentiments, Hewlett says that during his last trip he sensed some anti-American feelings and learned about some others.


A serious example was a reported discussion between representatives of Mobil Oil and the Minister of Finance, Ihsan Gursan. William Fricker the top American at Mobil (and interestingly enough related to the Minister of Finance), had a meeting with the Minister to discuss some mutual problems. At one point the Minister expressed an intense dislike for Americans – said that Americans had Turkey on a stake – and other uncomplimentary comments. All this is particularly interesting because the Minister of Finance is the primary contact between the U.S. AID and the Turkish Government. And it may explain why  programs that have gone through the Minister of Finance have tended to drag at times.


Hewlett concludes his report with a statement of high regard for the quality of people that are working in the AID Mission in Turkey. He says “I am not talking just about the top one or two but some very dedicated and competent people at the second and third tier level. I could only admire the skill with which critical problems …were handled by the top people.”



Box 1, Folder 79 – General Speeches


June 6, 1966 – Engineering Meeting, Colorado Springs


6/6/66, One small piece of paper upon which Hewlett has written some points he wishes to cover


Apparently referring to products, he speaks of the problem of “how to catch up.” “Cannot go across the board – must rifle shoot. While guarding rear must move ahead.” Says impressed with 180.



Box 1, Folder 80 – General Speeches


June 7, 1966 – Loveland Engineering Management Meeting


6/7/66, Two “steno book” pages of Hewlett’s handwritten notes of data and ideas for his remarks



Box 1, Folder 81 – General Speeches


June 8, 1966 – Engineering Meeting, Location not given


6/8/66, Page of notes handwritten by Hewlett

Hewlett’s notes bear on the role of management and the role of headquarters



Box 1, Folder 82 – General Speeches


June 30, 1966 – Microwave Division Dinner, Palo Alto, CA


6/30/66, A page of notes handwritten by Hewlett


In talking to engineers about what makes for good engineering, Hewlett says: “I speak for bold ideas, unwillingness to accept old cliches . I speak for pushing your ideas – don’t take no for a manager. I speak for listening, for being willing to take the risk based on good analysis, i.e., for being a good manager in a decentralized company.”



Box 1, Folder 83 – General Speeches


July 27 and August 31, 1966 – Meetings with Westwood Oaks Home Owners’ Association, Santa Clara, CA


7/27/66, Apparently this Association had some reservations about HP building the Santa Clara plant, and this meeting was to permit an exchange of concerns and pros and cons. Hewlett’s notes are one page typewritten, and one handwritten page.


Hewlett’s written note says that he asked his wife what she would think about such a plant. He writes that she expressed concern about smoke, noise, acres of parking, traffic, and loss of property values. He concludes that “With this kind of introduction I thought I should tell you about HP as a company, and what its plans would be if it came here.”


From the typewritten points he lists such topics as what HP does, what it makes; who the customers are. He says HP does not make things for the government. He covers the typical division departments, and closes with telling why HP finds the Santa Clara site attractive, e.g., intellectual atmosphere, attractive place to live, climate, competent labor force.


8/321/66, Copy of a letter to David Kirby from Mrs. Jan Jeensby, of the Home Owners Association discussing the place for the meeting.

Undated, Memo, unaddressed, listing the people who are likely to be at the meeting along with an assessment as to whether they are pro or anti HP.



Box 1, Folder 84 – General Speeches


August 31, 1966 – Talk to Summer Engineering Students, Palo Alto, CA


8/31/66, Hewlett’s handwritten notes on the back of a site map


Hewlett says that HP still has the problem of how to market a more diverse line of product. Must move into [adjacent?] fields if continue to have new horizons. HP must use [care] in selecting new fields – must have some tie, must have good potential, must be able to make a contribution.


8/26/66, Memo to Bill Hewlett from Norm Williams discussing arrangements for a breakfast meeting with summer students. Attachments list names of students





Box 1, Folder 85 – General Speeches


September 22, 1966 – Dedication of HP Ltd. Scotland plant


9/22/66, Four pages of notes handwritten by Hewlett


Hewlett speaks of the short time of only 16 months since he attended the groundbreaking for this plant.


Hewlett says he would like to mention some of the HP policies on foreign operations.

  1. “This is a British firm – although owned by an American company, guided by British law
  2. British management –one American
  3. Half of the Board is British
  4. Allow to adapt to local environment”


He talks about the importance of locating near a university and cites the Edinburgh U. as an example.


Other factors guiding the selection of a plant site Hewlett says are people, housing, adequate utilities.


He closes saying “I hope that we can be a credit to this community that has done so much for us.”


9/22/66, Two pages of notes handwritten by Hewlett which appear to be an earlier outline of points he wanted to cover.



Box 1, Folder 86 – General Speeches


November 3, 1966 – New Sales Engineers Indoctrination, Palo Alto, CA


11/3/66, The folder contains no notes for Hewlett’s remarks.

10/19/66, Memo from George Stanley to Hewlett listing some social functions he may wish to attend

11/2/66, Memo from George Stanley to Hewlett giving him some background on what other managers have already said to the group



Box 1, Folder 87 – General Speeches


December, 1966 – YHP Shareholders’ Meeting, Japan


12/66, Notes for talk, written by Hewlett on back of program for Marketing Banquet, Sunday, December 4, 1966. Hewlett says he is sorry he has not been able to meet with each person – got too interested in talking about problems.


Reviewing results for the year, Hewlett says it has been a good year: orders up 27%, shipments up 24% to 203M, profits up 24%.


Hewlett says the YHP record is “most impressive, the first time in the black… a credit to Shojo, George and the whole team.


“A great job”


12/66, Several pages of notes written by Hewlett and headed “Review Results”

Talking about management he says he does not think Shojo is happy in management job, doesn’t like to make decisions, better in staff job. Now is a good time to make changes – after a successful year. He favors Katagami as a replacement – “But he would need help.”


Hewlett concludes his notes with a section headed, “Possible framework in which Katagami could operate.


  1. Shojo to remain as president but be appointed Chairman of the Board
  2. Modify by-laws permitting delegation of management to General Manager
  3. Appoint Katagami to this position
  4. George to give up VP position, but remain as director
  5. Board appoint Executive Committee with Shojo and George meeting weekly. This would allow Shojo to spend more time at YEW and George more in planning and staff work.”


12/13/66, Copy of a letter from Hewlett to Richard Wheeler of the First National Bank in Tokyo, thanking him for arranging a breakfast to meet local people.

11/66, Statement of YHP earnings for the month of November

11/66, Note with typewritten figures on Order Records



Box 1, Folder 88 – General Speeches


December, 1966, Service Awards Luncheon, Palo Alto, CA


12/66, Several pages with typewritten listing the names of employees receiving awards and the number of years – from 5 to 25 years.


On a copy of this list Hewlett has written a few notes of comments he wanted to say.


He says we have just announced the best year in the history of the company. “Looking back,” he says, “it is the ideas that were generated in early years of the Company that were worked out by you and with you – Perspectives in Europe and Japan – things so obvious now, but not then. So, in handing out these awards they are not for ‘time spent,’ but for ‘contributions made,’ We are all deeply indebted to you all.”



Box 1, Folder 89 – General Speeches


December 15-17, 1966 – Business International Chief Executive Roundtable, Bermuda


Hewlett was a member of discussion panels at this conference, but did not present a speech.


6/22/66, Memo from Bill Doolittle to Hewlett telling him of the Business International roundtable and asking if he is interested in going.

7/12/66, Letter to Hewlett from Eldridge Haynes, President of Business International, inviting him to attend the roundtable meeting in December; a meeting agenda is attached

8/1/66, Copy of a registration form completed by Hewlett

8/8/66, Letter to Hewlett from Carol Kirschenbaum of BI acknowledging receipt of his $400 registration fee.

10/19/66, Letter to Hewlett from Eldridge Haynes they enjoyed meeting with him and look forward to seeing him in Bermuda. He asks that Hewlett return an enclosed  panel signup sheet. Also enclosed is a list of company clients of BI services

12/1/66, Copy of a letter from BI to Roundtable participants giving information on activities

12/12/66, Copy of typewritten travel schedule for Hewlett

12/15/66, Copy of sheet giving biographical information for major panel leaders