1977 – HP Journal Index

January 1977 v.28 n.5

Cover: A fetal monitor and a logic state analyzer for digital electronics

A Logic State Analyzer for Microprocessor Systems. A new logic state analyzer for debugging systems that use popular microprocessors has broadly expanded triggering capabilities plus keyboard control and mnemonic display that help solve problems more efficiently, by Jeffrey H. Smith, pg 2-11. 1611A.

[Author:] Jeffrey [Jeff] H. Smith, pg 11

Firmware for a Microprocessor Analyzer. By replacing hardware with firmware, the instrument designer can increase operator convenience and present data in a more meaningful form without increasing circuit complexity. Here is how this capability was applied to a logic state analyzer, by Thomas A. Saponas, pg 12-15. 1611A.

[Author:] Thomas [Tom] A. Saponas, pg 15

A Versatile, Semiautomatic Fetal Monitor for Non-Technical Users. A new monitoring instrument detects the heart beat of an unborn child by any one of four techniques. It does not required technically trained people to operate it, so the benefits of fetal monitoring now become available to a wider range of hospitals, by Heinz Sommer, Walter Ruchay, Peter Salfeld, Erich Courtin, pg 16-24. 8030A.

Fetal Monitoring – Towards Improved Management of Pregnancy and Delivery, pg 17

A Peak Pulse Detector, by Heinz Sommer, pg 19

An Elemental Cardiotocograph, pg 23

[Authors:] Erich Courtin, Heinz Sommer, Peter Salfeld, Walter Ruchay, pg 23

February 1977 v.28 n.6

Cover: Voltmeters

A Fast-Reading, High-Resolution Voltmeter that Calibrates Itself Automatically. Although it has 1-mV resolution and integrating capability – useful for high-accuracy measurements on the lab bench – this new voltmeter makes 24 readings/second working on the HP interface bus – a boon for systems users. Real-time autocalibration and the ability to perform calculations on its own readings contribute to its versatility, by Albert Gookin, pg 2-10. 3455A.

A Low-Cost, Programmable Data Logger, pg 4

A Faster Integrating Analog-to-Digital Converter, pg 9

[Author:] Albert [Al] Gookin, pg 10

A High-Speed System Voltmeter for Time-Related Measurements. Waveform characteristics as well as dc levels can be determined by this fast sample-and-hold voltmeter when teamed with a calculator or computer. Optimized for systems use, it has a programmable trigger delay that gives it unusual capabilities, by John E. McDermid, Joseph M. Gorin, James B. Vyduna, pg 11-19. 3437A.

A Programmable Data Acquisition System that also Analyzes, pg 14

[Authors:] John E. McDermid, James [Jim] B. Vyduna, Joseph [Joe] M. Gorin, pg 19

Contemporary Design Practice in General-Purpose Digital Multimeters. With lower cost and smaller size, digital multimeters are now found in a very broad range of applications. New approaches to design are required to meet the demands posed by this universality, by Roy D. Barker, Virgil L. Laing, Joe E. Marriott, H. Mac Juneau, pg 20-28. 3476A/B, 3435A.

An Economical 3 ½ -Digit Multimeter, pg 21. 3476A.

A Precision 3 ½ Digit Multimeter, pg 23. 3435A.

Extending the Ranges of a Digital Multimeter, pg 25

1-mV Resolution in a Low-Cost 4 ½ Digit Multimeter, pg 26. 3465A/B.

[Authors:] Roy D. Barker, Virgil L. Laing, pg 26

[Authors:] Joe E. Marriott, H. Mac Juneau, pg 27

March 1977 v.28 n.7

Cover: New HP 1000 Computer System

A New Series of Small Computer Systems. HP 1000 Systems are designed for high-performance applications in computation, instrumentation and operations management, by Lee Johnson, pg 2-6. Model 30/31, Model 80/81.

HP 1000 Computer System Applications, pg 5

[Author:] Lee Johnson, pg 6

HP 1000 Operating System is Enhanced Real-Time Executive. New RTE-II and RTE-III software provides for on-line system generation and switching, disc cartridge backup, disc and mini-cartridge distribution of software, new system string communication, and improved I/O error management, by Kathleen F. Hahn, David L. Snow, pg 7-14. 92001B, 92060B.

[Authors:] Kathleen [Kathy] F. Hahn, David [Dave] L. Snow, pg 14

Development and Application of Microprograms in a Real-Time Environment, by Harris Dean Drake, pg 15-17. 92061A.

[Author:] Harris [Dean] Dean Drake, pg 17

E-Series Doubles 21MX Performance. Faster logic, improvements to the architecture and firmware, and new microprogrammed features greatly increase performance without significantly increasing cost, by Cleaborn C. Riggins, pg 18-19. 21MX.

[Author:] Cleaborn C. Riggins, pg 19

How the E-Series Performance Was Attained, by Scott J. Stallard, pg 20-23. 21MX.

[Author:] Scott J. Stallard, pg 23

Microprogrammed Features of the 21MX E-Series, by Thomas A. Lane, pg 24-27

[Author:] Thomas [Tom] A. Lane, pg 27

OPNODE: Interactive Linear Circuit Design and Optimization. OPNODE is a powerful software package for computer-aided circuit design with an interactive graphics console in a minicomputer environment, by William A. Rytand, pg 28-31

[Author:] William [Bill] A. Rytland, pg 31

Viewpoints: John Moll on HP’s Integrated Circuit Technology, pg 32 (continued on page 17)

April 1977 v.28 n.8

Cover: HP’s new silicon-on-sapphire micro-CPU chip, MC2

Silicon-On-Sapphire Technology Produces High-Speed Single-Chip Processor. This new integrated-circuit processor is a static CMOS/SOS 16-bit parallel device. Its architecture is optimized for controller applications. Instruction execution times are 0.5 to 1.5 microseconds at an 8-MHz clock rate, by Bert E. Forbes, pg 2-8. MC2.

CMOS/SOS, by David Farrington, pg 5

[Authors:] Bert E. Forbes, David Farrington, pg 8

Miniature Oscilloscope Probes for Measurements in Crowded Circuits. Resistive-divider probes only 2.4 mm (0.1) inch in diameter can access test points in densely populated circuits without shorting to adjacent leads. Grounding options preserve fast rise times, by Carolyn M. Finch, Marvin F. Estes, Lawrence A. Gammill, pg 9-12. 10017A, 10018A, 10040A, 10041A, 10042A, 10021A, 10022A, 10026A, 10027A.

[Authors:] Marvin [Marv] F. Estes, Lawrence [Larry] A. Gammill, Carolyn M. Finch, pg 12

A Small, Solid-State Alphanumeric Display. Serial loading and on-board storage of data on this dot-matrix display reduces the cost and complexity of supporting circuitry substantially. The 5 x 7 array of LEDs gives full alphanumeric capability (upper and lower case letters, numerals, special symbols), by Peter B. Ashkin, Jack L. Hines, John T. Uebbing, pg 13-20. HDSP-2000.

Generating Characters on a Dot-Matrix Display, pg 16-17

A Highly Tolerant Shift-Register Flip-Flop, pg 19

[Authors:] John J. Uebbing, Peter B. Ashkin, Jack L. Hines, pg 20

May 1977 v.28 n.9

Cover: 5004A Signature Analyzer, a troubleshooting tool for field repair of digital systems

Signature Analysis: A New Digital Field Service Method. In a digital instrument designed for troubleshooting by signature analysis, this method can find the components responsible for well over 99% of all failures, even intermittent ones, without removing circuit boards from the instrument, by Robert A. Frohwerk, pg 2-8. 5004A.

[Author:] Robert [Bob] A. Frohwerk, pg 8

Easy-to-Use Signature Analyzer Accurately Troubleshoots Complex Logic Circuits. It’s a new tool for field troubleshooting of logic circuits to the component level, by Anthony Y. Chan, pg 9-14. 5004A.

[Author:] Anthony [Tony] Y. Chan, pg 14

Signature Analysis – Concepts, Examples, and Guidelines. Guidelines for the designer are developed based on experience in attempting to retrofit existing products for signature analysis and the successful application of signature analysis in a new voltmeter, by Hans J. Nadig, pg 15-21

Designer Guidelines for Applying Signature Analysis to Microprocessor-Based Products, pg 18

[Author:] Hans J. Nadig, pg 21

Personal Calculator Algorithms I: Square Roots. A detailed description of the algorithm used in HP hand-held calculators to computer square roots, by William E. Egbert, pg 22-24

[Author:] William [Bill] E. Egbert, pg 24

June 1977 v.28 n.10

Cover: Technical developments described in this issue occupy widely spaced positions in the frequency spectrum (symbolized here by the visible spectrum) – at the low, low end, a dc power supply and power supply programmer, and at the high end, coaxial microwave accessories. But most of these devices share one common characteristic: they can be equipped to work on the HP interface bus.

A Wide-Ranging Power Supply of Compact Dimensions. Its output ranging from 0 to 50 volts and 0 to 10 amperes, this 200W, series-regulated, laboratory power supply spans a range that would normally require three power supplies and it can be programmed by way of the HP interface bus, by William T. Walker, John W. Hyde, Paul W. Bailey, pg 2-9. 6002A.

Remote Programming of Power Supplies Through the HP Interface Bus, by Kent Luehman, Emery Salesky, pg 6-7

[Author:] Paul W. Bailey, pg 8

[Authors:] John W. Hyde, Emery Salesky, Kent Lushman, William [Bill] T. Walker, pg 9

Coaxial Components and Accessories for Broadband Operation to 26.5 GHz. The new APC-3.5 coaxial connector makes it possible to design detectors, attenuators, sliding loads, and switches for broadband operation to 26.5 GHz, by Ronald E. Pratt, Donald R. Chambers, George R. Kirkpatrick, pg 10-16. 8473C, 33330C, 8495D/K, 33321D/K, 911C, 33311C.

[Authors:] George [Bob] R. Kirkpatrick, Ronald [Ron] E. Pratt, Donald [Don] R. Chambers, pg 15

Personal Calculator Algorithms II: Trigonometric Functions. A detailed explanation of the algorithms used by HP hand-held calculators to compute sine, cosine, and tangent, by William E. Egbert, pg 17-20

[Author:] William [Bill] Egbert, pg 20

July 1977 v.28 n.11

Cover: Model 2641 APL Display Station

Small Computer System Supports Large-Scale Multi-User APL. Powerful, interactive APL is now available for the multi-lingual HP 3000 Series II Computer System, by Kenneth A. Van Bree, pg 2-5. A Programming Language. APL\3000, 32105A, 2641A.

[Author:] Kenneth [Ken] A. Van Bree, pg 4

Introduction to APL, pg 4-5

APL Data: Virtual Workspaces and Shared Storage, by Grant J. Munsey, pg 6-10

See Also: Corrections: Figures 2 & 3 on pages 9-10 in “APL Data: Virtual Workspaces and Shared Storage”, are interchanged; a clarification of functions on pages 14 and 19 in the same article, page 22 in the August 1977 issue

[Author:] Grant J. Munsey, pg 10

APLGOL: Structured Programming Facilities for APL, by Ronald L. Johnston, pg 11-13

[Author:] Ronald [Ron] L. Johnston, pg 13

APL/3000 Summary, pg 14-16

A Dynamic Incremental Compiler for an Interpretive Language, by Eric J. Van Dyke, pg 17-23. APL.

A Controller for the Dynamic Compiler, by Kenneth A. Van Bree, pg 21

[Author:] Eric J. Van Dyke, pg 23

Extended Control Functions for Interactive Debugging, by Kenneth A. Van Bree, pg 23-24

CRT Terminal Provides both APL and ASCII Operation, by Warren W. Leong, pg 25-28. 2641A.

[Author:] Warren W. Leong, pg 28.

August 1977 v.28 n.12

Cover: Model 7920A Disc Drive which consists of two protect discs and three data discs and holds 50 megabytes of data

New 50-Megabyte Disc Drive: High Performance and Reliability from High-Technology Design. Achieving its high performance and large storage capacity required sophisticated design methods and tested the known limits of some manufacturing processes, by Herbert P. Stickel, pg 2-15. 7920A.

Head Alignment Disc Pack, by James Hood, pg 9

A Mechanical Vibrations Analogy for Servo System Design, by Joel Harrison, Lynn Weber, pg 13-14

[Author:] Herbert [Herb] P. Stickel, pg 15

An Individualized Pulse/Word Generator System for Subnanosecond Testing. A high-speed pulse/word generator is constructed in modular form so it can be configured according to specific testing requirements, by Volker Eberle, Christian Hentschel, Gunter Riebesell, Joel Zellmer, pg 16-24. 8080A, 8092A, 8084A.

[Authors:] Volker Eberle, Christian Hentschel, pg 22

Corrections: Figures 2 & 3 on pages 9-10 in “APL Data: Virtual Workspaces and Shared Storage”,  page 6 in the July 1977 issue, are interchanged; a clarification of functions on pages 14 and 19 in the same article, pg 22

[Authors:] Gunter Riebesell, Joel Zellman, pg 23

September 1977 v.29 n.1

Cover: Model 8772A X-Y Plotter

A New Family of Intelligent Multi-Color X-Y Plotters. These fast, precise, programmable plotters draw report quality four-color plots. Features include dashed-line fonts, several built-in character fonts, user-defined characters, and symbol plotting, by Lawrence G. Brunetti, pg 2-5. 9872A, 7221A.

[Author:] Lawrence [Larry] G. Brunetti, pg 5

Easy-to-Use Interface Language Controls HP-IB Plotter, by Thomas H. Daniels, Larry W. Hennessee, pg 5-9. 9872A.

[Author:] Larry W. Hennessee, Thomas [Tom] H. Daniels, pg 9

Remote Terminal Plotter Offers Simple Programming and Efficient Communications, by Marvin L. Patterson, David A. Bones, pg 9-13. 9872A, 7221A.

Programmable I/O Assures System Compatibility, by David A. Bones, pg 12

[Authors:] Marvin [Marv] L. Patterson, David [Dave] A. Bones, pg 13

Speed, Precision, and Smoothness Characterize Four-color Plotter Pen Drive System, by Richard M. Kemplin, Robert D. Haselby, Marvin L. Patterson, pg 13-18

[Authors:] Robert [Bob] d. Haselby, Richard [Dick] M. Kemplin, pg 18

Appendix: Correction of Non-Ideal Step Motor Behavior, by Marvin Patterson, pg 19

Pen and Ink System Helps Assure Four-color Plotter Line Quality, by Richard M. Kemplin, Larry W. Hennessee, Leonard P. Balazer, George W. Lynch, pg 20-25

Digitizing Sight Adds Versatility, by Leonard Balazer, pg 22

[Authors:] George W. Lynch, Leonard P. Balazer, pg 25

A Battery-Powered ECG Monitor for Emergency and Operating Room Environments. Electrical isolation, reduced susceptibility to RF and electrosurgery interference, and battery power equip this non-fade ECG monitor to operate in the electrically hostile environments found in emergency vehicles and operating rooms, by Ronald D. Gatzke, Sherry R. Grobstein, pg 26-32. 78333A.

Safety Problems in Battery-Powered Instruments, pg 27

Electrosurgery Interference, by Sherry R. Grobstein, pg 28

[Author:] Sherry R. Grobstein, pg 31

[Author:] Ronald [Ron] D. Gatzke, pg 32

October 1977 v.29 n.2

Cover: Model 5420A Digital Signal Analyzer

Advanced Digital Signal Analyzer Probes Low-Frequency Signals with Ease and Precision. Significant new features include absolute internal calibration in the user’s choice of engineering units, digital band selectable or ‘zoom’ analysis, fully annotated dual-trace CRT display with X and Y axis cursors, digital storage of data and measurement setups on a tape cartridge and a random noise source to provide test stimulus, by H. Webber McKinney, Richard H. Grote, pg 2-8. 5420A.

The Module I/O Bus (MIOB), by David C. Synder, pg 6

[Authors:] Richard [Dick] H. Grote, H. Webber [Webb] McKinney, pg 8

Front End Design for Digital Signal Analysis, by Jean-Pierre Patkay, Frank R.F. Chu, Hans A. M. Wiggers, pg 9-14. 5420A.

[Authors:] Hans Am M. Wiggers, Jean-Pierre [Pierre] D. Patkay, Frank Rui-Feng Chu, pg 13

Display and Storage Systems for a Digital Signal Analyzer, by Walter M. Edgerley, Jr., David C. Snyder, pg 14-17. 5420A.

Included between pages 14 & 15: Index to Volumes 25, 26, 27, 28. September 1973 through August 1977. PART 1: Chronological Index. PART 2: Subject Index. PART 3: Model Number Index. PART 4: Author Index. The index is 12 pages; no page numbers are given to the index itself.

[Authors:] Walter [Walt] M. Edgerley, Jr., David [Dave] C. Snyder, pg 16

Digital Signal Analyzer Applications. Analyses of two actual systems, one electrical and one mechanical, show what the analyzer can do, by Terry L. Donahue, Joseph P. Oliverio, pg 17-21. 5420A.

[Authors:] Joseph [Joe] P. Oliverio, Terry L. Donahue, pg 21

Printing Financial Calculator Sets New Standards for Accuracy and Capability. This briefcase-portable calculator has several new functions and is exceptionally easy to use. Most important, the user need not be concerned about questions of accuracy or operating limits, by Roy E. Martin, pg 22-28. HP-92.

[Author:] Roy E. Martin, pg 28.

November 1977 v.29 n.3

Cover: Model 8672A Synthesized Signal Generator

Expanding Synthesized Signal Generation to the Microwave Range. Here are two broadband, programmable, high-spectral-purity microwave signal sources, a 2-to-18 GHz synthesized signal generator and a 2-6.2 GHz synthesizer. Both are single compact,13-cm high instruments, by James L. Thomason, pg 2-7. 8671A, 8672A.

Applications of a Microwave Synthesized Signal Generator, pg 4

A Fast 2-18 GHz Pulse Modulator, by Ronald Larson, pg 6. 11720A.

[Author:] James [Jim] L. Thomason, pg 7

Frequency Synthesis in a Microwave Signal Generator, by Kenneth L. Astrof, pg 8-15

An Improved 2-to-6.2-GHz YIG-Tuned Oscillator, by G. Basawapatna, J. Nidecker, pg 12

Dealing with Microphonic Sidebands, by Carl Enlow, pg 14-15

[Author:] Kenneth [Ken] L. Astrof, pg 15

Signal Generator Features for a Microwave Synthesizer, by Bradley C. Stribling, pg 15-21

A High-Performance Microwave Power Leveling Loop, by Stephen Sparks, pg 17-18

A Calibrated 50-Hz-to-10-MHz FM System, by Robert Dildine, Ronald Larson, pg 20-21

[Author:] Bradley [Brad] C. Stribling, pg 21

Personal Calculator Algorithms III: Inverse Trigonometric Functions. A detailed description of the algorithms used in Hewlett-Packard hand-held calculators to compute arc since, arc cosine, and arc tangent, by William E. Egbert, pg 22-23

Viewpoints: Tom Hornak on Fiber-Optic Communications, pg 24-25 (continued on back page)

An NMOS Process for High-Performance LSI Circuits. Fast 16-bit microprocessors, 16K read-only memories, and a variety of special-purpose random-logic chips are the result of an NMOS process that produces high-performance large-scale integrated circuits, by Joseph E. Deweese, Thomas R. Ligon, pg 26-32

Applications of the NMOS-II Process, pg 30-31

[Authors:] Joseph [Joe] E. DeWeese, Thomas [Tom] R. Ligon, pg 31

[Author:] Tom Hornak, pg 32

December 1977 v.29 n.4

Cover: The multifaceted HP-01 Wrist Instrument

Wrist Instrument Opens New Dimension in Personal Information. It’s a digital electronic wristwatch, a personal calculator, an alarm clock, a stopwatch, a timer, and a 200-year calendar, and its functions can interact to produce previously unavailable results, by Andre F. Marion, Edward A. Heinsen, Robert Chin, Bennie E. Helmso, pg 2-10. HP-01.

[Authors:] Edward [Ed] A. Heinsen, Bennie [Ben] E. Helmso, Andre F. Marion, Robert [Bob] Chin, pg 10

Higher Precision in Oscilloscope Measurements of Very Short Time Intervals. Incorporating electronic counter circuits in a delta-time oscilloscope enables 100-ps resolution in measurements of clock phasing, propagation delay and other digital system timing parameters, by Ronald C. Westlund, pg 11-17. 1743A.

On Delta-Time Measurements, pg 16

[Author:] Ronald [Ron] C. Westlund, pg 17

A Wide-Ranging, Automatic LCR Meter for Stand-Alone or Systems Applications. Microprocessor control broadens the capabilities of this speedy LCR meter and makes it readily adaptable to BCD or HP-IB automatic systems, by Masahiro Yokokawa, Keiki Kanafuji, pg 18-24. 4262A.

[Authors:] Masahiro Yokokawa, Keiki Kanafuji, pg 24

1977 – MEASURE Magazine

January-February 1977 New Products Take Wing

  • 100 new products launched for 1976, a successful year in turbulent economic conditions: smart instruments using microprocessors, new generation of HP 3000 Series II, HP 97 calculator with printer, high-performance liquid chromatographs (HPLCs), 78331A and 78333A battery-operated ECG monitors, portable automatic electrocardiograph (ECG). 2 5
  • Company growth and The HP Way; is there still a place for individuality — employee opinions. 6 9
  • HP organization and descriptions of each facet of HP, including philosophy, corporate administration, research and development, president and board. 10 11
  • Corporate organizational chart. 12-13
  • Management meeting focuses on policy on retirement, company performance, affirmative action (diversity), financial, cost-reduction goals, marketing strategies and managing research and development. 14 21
  • 1976 month-by-month review. 22 23
  • Instrument group introduces 76 products in 76. 24

March 1977 Employment Trends

  • Employment stability in tough times; HP’s concern for people expressed in objectives and policies; employee loyalty. 2 6
  • Sambo’s Restaurants Inc. energy conservation efforts monitored by HP 3050B data acquisition system. 7
  • Extensive upgrading of manufacturing division in Palo Alto. 8 11
  • HP’s 2000 car fleet and automotive expenses. 12 13
  • First-quarter results show 27 percent increase in sales and 73 percent in earnings. 14
  • Gene Stiles, manager of southern sales region, retires; joined HP in 1942. 14
  • OED product, HDSP-2000 LED, named product of the year by Electronic Products magazine. 14
  • Flora Lamson Hewlett, wife of Hewlett, dies. 14
  • Andover, Avondale, Cupertino, Boise open new facilities. 14
  • Hewlett explains first-quarter results. 15
  • How Bill Blohm, a deaf employee, would use three days of hearing. 16

April 1977 New Proof of Einstein Theory

  • Use of HP atomic clocks helps prove general relativity theory – that time warp effects are real; comments from Len Cutler, physicist and a director at HP Labs. 2 4
  • Renegotiation act or “Minish Act of 1977” is explained; drawbacks and effects of the Act on HP, with commentary by Packard, Schofield and van Bronkhorst. 5 7
  • HP finds ways to give employees greater responsibility, which leads to increased productivity, efficiency; HP philosophy compared to old, authoritarian methods. 8 12
  • HP European ski recreation and ski race for employees. 13
  • James D. Hodgson, former U.S. Secretary of Labor, joins board. 14
  • Corvallis opens second building for calculator business. 14
  • Cardiovascular products manufacturing transferred to McMinnville, Ore., from Waltham, Mass. 14
  • Hollywood movie, “Cassandra Crossing,” uses HP medical and analytical equipment. 14
  • Hewlett discusses new roles and responsibilities of the board. 15
  • Schottky diodes used in almost every brand of pacemakers. 16

May 1977 ICs the HP Way

  • HP integrated circuits (IC) revolution, semiconductor technology, and the predictions by John Young on semiconductor capabilities and IC production. 2 6
  • Glossary of IC terminology. 5
  • Revised statement of corporate objectives. 7 10
  • The role of individual enterprise in the development of HP; excerpts from a speech before the Scottish Council’s Seventh International Forum by Packard. 11 13
  • Hospital demonstration of an HP 8030 fetal monitor responsible for the delivery of Janet Lynn Moore of Yates City, Ill. 14 15
  • Retiree Lloyd Baker turns backyard into playground. 16

June 1977 Your Electronic Future

  • Electronics and its effect on you and future; technological revolution; role of the computer in the information revolution, electronic mail, interactive computing, networking; energy conservation through the use of computers; predictions on the future of computing. 2 6
  • HP introduces Comsys 2026 communications for HP internal communications such as electronic mail. 7 9
  • Board of directors profile and responsibilities. 10 13
  • First-half earnings report sales up 22 percent, earnings up 35. 14
  • Profit sharing distributes more than $16 million. 14
  • Four scientists earn honors: Hewlett, Oliver, Eb Rechtin, and Don Hammond. 14
  • Microwave Semiconductor Division begins new construction in San Jose, Calif. 14
  • Hewlett discusses first-half results and new deferred profit-sharing program. 15
  • HP receptionist in charge of HP mail-order study program in electrocardiography for ECG operators. 16

July 1977 The HP Way

  • Description of “the HP Way,” the working philosophy of HP, including personnel policies, emphasis on education; employee experiences with the HP Way; management by objective explained; how to continue the HP Way; quotes from Hewlett, John Young and John Doyle. 2-16

August 1977 The Turbulent Money Market

  • Turbulent world money market and managing the company’s money; HP treasury department stories; corporate cash management. 2 6
  • Manhattan computer service van-team; servicing customer computer installation by radio-controlled vehicle. 7 9
  • New HP facilities built to harmonize with environment; Singapore first HP facility with escalators. 10 11
  • HP France encourages upward mobility, internal promotion from within; “growing” people. 12
  • HP3810 surveying instrument; Hewlett with calculator watch. 13
  • Two scientists win HP-sponsored awards – Europhysics award and Terman award. 13
  • HP college scholarships given to 106 children of HP employees. 13
  • Hewlett discusses South Africa; says South Africa HP facility fully integrated, except restrooms for the offices rented in public buildings. (diversity) 14 15
  • Optoelectronics Applications Manual to be published by McGraw-Hill. 16

September 1977 The New-Era HP Athletes

  • Physical fitness activism and HP. 2 7
  • Profile of Bob Schaeffer, a General Systems Division (GSD) supervisor; 24 years with HP. 8 9
  • Language barriers at HP and the nuances of international communication. (diversity) 10 12
  • Centrex phone system with electronic switching replaces switchboard at corporate. 13
  • Third-quarter results report sales up 23, earnings up 65; incoming orders highest in HP history. 14
  • HP 3000 Series II computer network used to test Project Prelude, a NASA Communications Technology Satellite (CTS). 14
  • Hewlett discusses third-quarter results and the execution of Flora Hewlett’s estate. 15
  • Inner-tubing on the Boise River in Idaho. 16

October 1977 HP Headquarters Style, 1977

  • HP corporate headquarters photo tour; new “openness” office partition system — no-door policy and its relation to informal communication. 2 7
  • On-campus recruiting and hiring process; HP reviews its recruitment program and makes recommendations. (diversity) 8 11
  • Unique customs arrangement at HP Germany; international shipping, import export. 12 13
  • New corporate management team; John Young elected HP president. 14
  • John Young elected HP president; Dean Morton elected executive vice president. 14
  • Hewlett (last message as president) discusses new management team, rationale behind naming John Young president; farewell postscript. 15
  • Packard’s 65th birthday party. 16

November 1977 Middle East Business: A Special Report

  • HP in the Middle East: Morocco, Greece, Iraq, Saudi Arabia; establishing a new region; Arab countries begin race to industrialize. 2 8
  • HP’s information network and “distributed” data processing, and sharing information; computer networking; Comsys internal phone system; chart of the HP information system; remote job entry. 9 13
  • Dick Alberding named general manager of the Medical Products Group; Franco Mariotti named director of HPSA. 14
  • John Young’s first message from the president’s desk in which he introduces himself. 15
  • Yokohama HP baseball team. 16

December 1977 Recreation Areas

  • HP recreation areas burgeon in number and popularity; nine off-plant recreation facilities. 2 7
  • European corporate organization; profile of new managing director Franco Mariotti. 8 9
  • St. Louis Bank sets up HP atomic clock as a frequency standard. 10 11
  • Bob Burnett and Gus Valadocchia, profile of two veteran managers in medical products. 12 13
  • Strong year-end results report sales up 22, earnings up 34. 14
  • South Dakota State University names engineering lab after HP applications engineer; Marv Willrodt receives award. 14
  • Illinois town awards HP certificate for environmental enhancement of new Midwest Sales Region building. 14
  • John Young discusses year-end results. 15
  • New Year wish and pledge: “no more war, no more waste, no more want.” 16

1977 – Packard Speeches

Box 4, Folder 9 – General Speeches

2/25/77, Letter to Packard from Alfred G. Cinelli, asking if he would be willing to invite former president Gerald Ford to their annual dinner on December 15, 1977.

3/7/77,  Copy of a letter from Packard to Alfred Cinelli suggesting that Cinelli write President Ford, and send a copy to Packard, who will drop Ford a note urging him to consider the invitation.

3/9/77 Letter to Packard from Alfred Cinelli attaching a copy of the letter to President Ford

3/15/77, Copy of a letter from Packard to Gerald Ford urging him to accept the invitation to the dinner

3/16/77, Copy of a letter from Robert E. Barrett, Executive Assistant to President Ford, saying it is too early to make a commitment for an event in December. He says they will be in touch later.

3/22/77, Letter to Packard from Alfred G. Cinelli referring to Barrett’s response on behalf of President Ford and saying, “I do hope that through your efforts he will be able to accept.”

4/8/77, Letter from President Ford to Packard thanking him for his endorsement of the Football Award Dinner.

11/3/77, Letter to Packard from Alfred G. Cinelli inviting him to attend the Eighteenth Annual Awards Dinner on December 15th, 1977. A copy of the program of the 17th annual dinner is attached

11/8/77, Copy of a letter from Packard to Alfred Cinelli saying he will not be able to attend the dinner.

7/1/77, Letter to Packard from William L. Spencer, President, Citibank, asking if Packard will participate in a fund to endow a building for a football Hall of Fame.

7/7/77, Copy of a letter from Packard to William Spencer saying he will “keep the Football Foundation and Hall of Fame endowment fund on the list for consideration…”

9/12/77, Letter to Packard from Vincent dePaul Draddy of the Football Foundation inviting Packard to the 20th Annual Awards Dinner. A handwritten note thereon says “No, away.”

11/30/77, Telegram to Packard from Jimmy McDowell saying they have not heard if Packard intends to join them at the 20 Annual Awards Dinner.

Box 4, Folder 17 – General, Speeches


February 10-12, 1977, First National Symposium of the Civilian/Military Institute, Colorado Springs, CO


2/10/77, Copy of typewritten text of Packard’s remarks at the opening of this symposium. Packard makes a few comments, followed by Donald R. Seawell, President of the Institute who is introduced by Lt. General James R. Allen. Packard then returns to give his ideas on some of the issues the Institute might discuss.


Packard says he is delighted to see “so many distinguished men and women” in attendance. He hopes for “some constructive dialogue and discussion” and hopes “we can chart the way for the future course of the Civilian/Military Institute.”


Packard explains that the symposium is divided into three agendas: the first being the National Affairs Agenda chaired by John Dunlop, Secretary of Labor under President Ford. The second agenda is the International Affairs Agenda, and the Chairman is General Andrew J. Goodpaster, former head of NATO forces and soon to be Superintendent of West Point. Dr. Walter O. Roberts, Program Director of the Aspen Institute Program in Science, Technology and Humanism, chairs the Science and Technology Agenda.


Packard then turns the podium over to Lt. General James R. Allen who introduces Donald R. Seawell, President of the Institute, and also President of the Denver Post.

Mr. Allen talks about the five year process of planning for the Civilian/Military Institute. He tells of endorsement by President Ford who felt the all the military services should be involved – not just the Air Force. The idea of the founders was to create an institute where the civilian and military sectors could meet and discuss freely or debate freely any issues of mutual importance.


Packard then return to the podium.


Packard says when he was first asked to undertake this job his first inclination was to say no. “That had to do,” he says, “with the fact that in recent years I have become somewhat biased against conferences and meetings and symposiums and so forth, having attended too many of them; and I sometimes get around to the view that the world might be a little better off it I just stayed home and did some work instead of coming to meetings like this. But he later concluded “that this conference could provide a unique opportunity to address some of the important issues of the country and bring a thoughtful group of people together to discuss and debate these matters. ”He says he hopes that “at the end of this meeting [we will] have the opportunity to set the course for this Institute in a way that will be constructive and permanent.”


Packard says he hopes “we can have a serious dialogue on these issues and have a broad participation from all of you here in the audience.


“We’re not here no preach,” he says, “the military establishment of our country interacts in very many ways with the civilian sector, [and] “I would like to suggest a few of these important areas of interaction with the thought that this might provoke a little discussion in addition to the subjects that will be brought up at the more formal sessions.”


“Today, we in the United States are vulnerable to a direct attack upon our homeland, an attack of such devastation that it could easily destroy our country. This situation has existed for probably less than twenty years in the two hundred-year course of the history of this nation. Many people do not like to talk about this awesome danger or even think about this situation, but I think there is no higher priority than assuring the absolute deterrence of nuclear war, and I’m sure this subject will be discussed.


“The second way in which the world is different than it was just a decade or two ago is that we are now living in a much more interdependent world, and the United States cannot escape from its leadership of this world. Our military strength, our economic strength, our diplomatic capability, and indeed our moral posture are all essential elements necessary to exercise and maintain this world leadership. And we cannot avoid this responsibility.”

Packard suggests other areas as “appropriate for discussions at this symposium or at the following meetings that may come along. One of the most important areas of common interest and interaction between the military and civilian sectors is in the field of science and technology. Today, a significant portion of our scientists and engineers…are supported with DOD funds….I think an important subject that we should discuss here, and I’m sure we will, is the benefits that the civilian sector enjoys today which come originally from military research and development. Our great air transport system had this genesis. Many of the very important achievements in medicine that have contributed in great measure to the health of all people in our country – all people in the world – came from military research and development in the field of medicine. In my field, electronics, I think it can be accurately said that we are ahead of the rest of the world largely because of the very heavy support in the area of R&D by the Defense Department during the several decades following World Wear II…..The session on science and technology under Dr. Roberts has, I think, much to talk about.”


“Over years, as you all know, our military services have made a very important contribution in the area of vocational training in this country; business and industry have many employees who learned their trade through a tour of duty in the Army or the Navy or the Air Force or the marines. And this military service continues to be an important opportunity for young people in making the transition into civilian life.


“I think there are many areas appropriate for discussion at this conference, in addition to those that are on the agenda, I’m sure that we will not be able to cover all of these subjects at this meeting, but there is a great deal of material that would justify a continuing effective and useful dialogue on this general subject.”



Box 4, Folder 18 – General Speeches


October 18, 1977, American Consulting Engineers Council, San Francisco, CA


Packard was selected to receive the Fellows Award of Merit, an award made annually since 1952.


10/18/77, Typewritten text of Packard’s speech with several handwritten notations by him.


Packard says being “recognized as an engineer has a very special, nostalgic meaning for me. At some point in my very early youth I decided I wanted to become an engineer. It didn’t matter whether such a career would be financially rewarding. What was important was that reading about bridges, dams, railroads, machines and all the other things that are the province of engineers evoked an emotional response in me – a response that was to determine my professional future.


Packard says he made the decision to become an engineer before he was twelve years old  – “It was a decision I have never regretted, and that is why I am especially pleased to be recognized by my fellow engineers.”


“If we go back in history,” Packard says, “one of the earliest responsibilities of engineers was to contribute to the art of war. Among other things, these military engineers constructed military roads, devised means of crossing rivers, developed methods of building fortifications, and designed engines of war for attacking them. “


And Packard cites other areas where engineering has made great contributions.  “The industrial revolution was a remarkable engineering achievement. Engineers succeeded in harnessing the previously unclaimed resources of water, of wind, and of coal, to multiply by many times the energy needed to improve the material welfare of people throughout much of the world.


He also mentions the areas of mining, agriculture, travel, the telephone, and electricity as “accomplishments of our profession – these are the improvements that engineers have brought to the physical structure of human society. We can be proud of our profession.


“But civilization and human welfare are not solely dependent on the material things that are the primary concern of engineers. There are also aesthetic values, art, beauty, nature, religion, that are equally important ingredients – and engineering is not isolated from these human values.


“In fact, engineers and engineering principles have made great contributions to art and beauty in very specific ways.” And he refers to cathedrals, Greek temples, the pyramids, and others.


“Leonardo Da Vinci was one of the greatest artists of all times. He was also one of the greatest engineers of his time.


Packard says the United States has enjoyed some very special benefits from the engineering profession. “Our first president, George Washington, was an engineer. The winning of the West was the result of many talents, many professions, but engineers played an essential role –  railroads, canals, irrigation projects were among the areas where engineers contributed to the progress of America in the 18th and 19th centuries.”


“The Western World,” he says, “ is living on the achievements of the engineering profession. Engineers have worked very hard at, and contributed much to, housing, health, education and the enjoyment of art, literature and music – all of which is available to more people than ever before in history.


“Even so, we are troubled about the way things are going for the civilized world of the last few decades of the twentieth century.


“We see the great material benefits that our profession has helped bring to the world subjected to question – challenged as to whether they have been good or bad.”


Packard says he has no problem with this question. “I know that our profession has made the world a better place to live for the vast majority of the people. I cannot be quite so positive about some of the other great professions, the law and politics for example.


“I believe one of the most troublesome aspects of society today is that too many people who are not engineers are becoming involved in matters where engineering expertise is the most important ingredient.


“Air pollution from automobiles is a good example. It is a worthy goal to reduce the level of critical ingredients of air pollution – carbon monoxide, unburned hydrocarbons, nitrous oxide – to minimal levels. The trade-off factors – cost, use of fuel – are longer term considerations which would be considered in an engineering solution to the problem.


“Instead, we had to accept a political solution to the problem in 1975. This resulted in an unnecessary decrease in fuel efficiency which caused an increase in the domestic demand for oil. The solution also meant introducing design features to meet short term political demands at the expense of good engineering designs to meet legitimate goals for air pollution, fuel efficiency and economy.


“In short, the American public was offered automobiles designed by the politicians, not by engineers – and this unfortunate situation that began in 1975 and has not yet run its course, has cost the American public billions of dollars.


“Worse yet, the Administration has proposed an energy bill now before the Congress which, in my view, assures our dependence on foreign oil in the foreseeable future, creates little incentive to develop energy independence, and, if passed as proposed by the Carter Administration, will be a long and probably irreversible step down the road toward socialism for our country. More and more decisions are being made in Washington.


“The engineering profession has thrived and made contributions to the welfare of society without much supervision – up until about the last ten years.”


“Engineering is most productive in an environment of expanding technology, economic incentive and freedom to innovate. A free democratic society has provided such an environment in the most effective way in the past. I believe a free democratic society will be the most effective environment for our profession in the future.


“I am troubled, therefore, by the increasing number of constraints – political, legal, and social – which have been restricting the freedom of engineers to do their job at the high professional level in the past tradition of engineering.


“Someone several years ago pointed out that when society finds itself faced with a troublesome issue, there are three possible responses to resolve the problem, and one or more of these will come into play when the situation becomes serious enough.


“One response is that the government will be pressed into action by the disturbed citizenry.


“A second is that pressure groups will arise among the citizenry to try to correct the problem.


“A third is that the self discipline of the people most closely involved with the problem will identify the situation early and take corrective action before the other two mechanisms get out of hand.


We are finding today that in many areas with the province of the engineering profession the first two mechanisms – government interference and public pressure groups – are almost out of hand already. As we have seen, government regulations seldom solve problems in a reasonable way. Similarly, pressure groups from various sectors of our public are not an effective way to deal with these problems. Neither for those who feel themselves aggrieved nor for the welfare of our society.


“I believe our profession could and should take a more aggressive role in these important issues of public concern relating to engineering problems, energy, pollution, safety. I know much is already being done by our professional societies and by individuals, but I believe it is time to do more.”


And he suggests helping to educate the public, helping members of Congress by providing advice and counsel.


Packard says he realizes that many engineers do not like to become involved in public affairs and in political processes, “but I sincerely believe more of us should do so. We should consider more carefully the public concerns about the work we do, and we should not hesitate to speak up when we see our government taking the wrong course in relation to engineering problems. We should consider more carefully the public concerns about the work we do, and we should not hesitate to speak up when we see our government taking the wrong course in relation to engineering problems.


“It is not too late,” Packard says, “to slow and even reverse these dangerous trends that are limiting the effectiveness of our profession, but it will require a commitment on our part to do so.


“Technology is continuing to expand,” he says. “There are immensely important problems to be solved in energy, transportation, communication, housing and health, just to name a few. These are just the kinds of problems engineers have solved in the past, and if they are to be solved in the future, they will be solved by engineers, not by politicians.


“It is important therefore to work harder to preserve the environment of freedom our profession has particularly enjoyed during the recent decades of this twentieth century when engineering accomplishment has been so spectacular.


“I encourage each of you to give this important problem serious attention in areas where you are involved. It is important that we do so, for our profession and for our country.”


10/18/77, Typewritten text of speech which does not incorporate handwritten notes made on the copy above

9/12/77, Letter to Packard from Eugene B. Waggoner, American Consulting Engineers Council, notifying him that he has been selected to receive the Fellows Award of Merit. Information about the council and a copy of the speech given by the 1976 award recipient, W. H. Pickering, are attached.

9/15/77, Copy of a letter from Packard to Eugene B. Waggoner saying he “is honored and pleased” to be selected, and will plan to join them at the Bohemian Club, on October 18th.

10/18/77, Newspaper clipping, from unidentified paper, covering the award



Box 4, Folder 19 – General Speeches


November 12, 1977, Congressional Medal of Honor Recipients, San Jose, CA


11/12/77,  Copy of the text of the welcoming statement by Packard [The author is not identified as Packard, but this appears to be the only logical choice, and this statement appears on page one of  the banquet program.] Another  speech is included in the folder, again without identification, but Packard is the obvious speaker. The Congressional Medal of Honor Society selected San Jose as the location for their biennial convention to honor Medal of Honor recipients, and Packard was asked to chair the Host Committee.


In his welcoming remarks at the dinner, Packard says that when he served with the Department of Defense he became acquainted with some of the Medal of Honor recipients. “I was deeply proud,” he says, “…to be associated with such a distinguished group of Americans, and I cherish their friendship.


“You who hold the nations’s highest honor are carrying on a great tradition. We are pleased to host your convention, and hope that your gallantry and your deeds will continue to serve as an inspiration to all Americans.


[The following is Packard’s main speech of the evening.]


Packard says “it has been a great privilege for the Bay Area Communities to host the Biennial Convention of the Congressional Medal of Honor Society.” And he adds that “…it has been a special privilege and pleasure for me to be the Honorary Chairman of the Host Committee.”


Noting that one of the Society’s stated purposes is to ‘inspire and stimulate our youth to become worthy citizens of our country,’ Packard says, “I would like to take the next few moments to reflect on that purpose, particularly as it relates to your own significant accomplishments.”


“Certainly the strength of character, the deep devotion to honor and duty, which qualified each of you to wear the Congressional Medal of Honor have also rendered you among the most worthy citizens of our country.

And they have set some high and noble standards for the young people of America. This is why I am particularly pleased that you have chosen the Bay Area for your convention. Your presence here this week will, indeed, inspire the youth of our community to become worthy citizens of our country.”


I think a good case can be made that the personal strengths of character that each of you has exhibited at the highest level are also the very some personal qualities that have been exhibited, time and time again, by thousands of Americans in their quest to make our young Republic the greatest country in the history of the world.


“The men and women who created and nurtured the original colonies, and who served their country in the Revolutionary War, had a large measure individual initiative, individual ingenuity, self reliance and courage – the same kind of personal qualities each of you has demonstrated so well in your ultimate challenge. These same qualities were exhibited, as well, in other times of peril -–in the War of 1812, in the Civil War on both sides of the line, and of course in the wars of our time.”


Packard says that such “unusual qualities of mind and spirit” were amply demonstrated as well “by the men and women who won the West, who built our great industries of agriculture, mining, transportation and manufacturing, who nurtured our democratic institutions.”


“I think these unusual personal qualities which each of you has exhibited in the highest degree have likewise been the essential elements of excellence, responsible for the greatness of America, demonstrated to a greater or lesser degree at all levels of our society since the early days of the Republic.


“I am troubled, therefore, by a very disturbing trend that has appeared and has been gaining strength during the past few decades. This trend has been away from individual initiative, individual ingenuity, self reliance and courage, and toward an attitude of dependence on the Government – an attitude that ‘the world owes me a living whether I have earned it or not.’


“This shift from a strong commitment to self reliance to one of dependence is already significant, it is increasing, and I believe it is a real and serious threat to the future of America. We see this shifting attitude reflected in both local and national politics. We see it growing in our schools and colleges. It has subverted the legitimate goals of our equal opportunity programs, and even business and industry – supposedly the paragons of self reliance – are running to Uncle Sam to solve the problems they should be solving for themselves.


“The challenge to all of us is to re-commit ourselves to those personal qualities, those strengths of character, that have made America great. This is why the presence of you distinguished men and your families in our community has been so gratifying and heartwarming. It has served as an important and timely reminder that the qualities you have so amply demonstrated in the past – individual initiative, individual ingenuity, self reliance and courage – are, in fact, the fundamental strengths of America and our hope for the future.

I am sure the presence of this convention of the Congressional Medal of Honor Society has served in no small way ‘to inspire not only the youth but all people of our community to become more worthy citizens of our country.’


“We thank you for coming here.”


11/12/77, Copy of printed program for the Biennial Banquet

11/12/77, Copy of letter sized statement explaining the Medal of Honor

11/12/77, 5” x 7” printed statement of what the Medal of Honor is

11/12/77, Printed invitation to the Banquet as being extended by David Packard

11/12/77, Copy of a letter from Packard written to each Medal of Honor Recipient inviting them to attend the Convocation.

11/12/77, Copy of a letter from Packard to individual HP employees inviting them to the Banquet

11/12/77, Copy of membership Roster of Congressional Medal of Honor Society

11/12/77, Copy of list of what appears to be a list of business people attendees


11/2/76, Copy of a letter to Ronald R, James, CEO San Jose Chamber of Commerce, from Carlos C. Ogden, President , Congressional Medal of Honor Society, accepting San Jose’s offer to host the 1977 Convention

1/20/77, Letter to Packard from Ronald James saying they would like Packard to chair the Host Committee

3/14/77, Letter to Packard from Carlos Ogden, saying they are pleased that Packard will be the Committee Host

3/15/77, Copy of a letter from Carlos C. Ogden, President  of the Society, to Governor Ronald Reagan, inviting him and his wife to the Banquet

3/23/77, Copy of a letter to Carlos Ogden from Helene von Damm, Reagan’s Administrative Assistant, saying it is too early to commit to attendance by the Governor

4/1/77, Copy of a letter from Packard to Carlos Ogden saying he would be pleased to serve as chair of the Bay Area Host Committee

4/23/77, Letter to Packard from Carlos Ogden saying they appreciate Packard’s willingness to serve as Host

6/23/77,  Letter to Packard from Carlos Ogden covering details of convention plans

7/7/77, Letter to Packard from Ronald James suggesting a luncheon meeting to discuss plans

8/19/77, Copy of a letter from Packard to Halsey C. Burke, asking him to join with Packard in on the Host Committee

8/23/77, Copy of a letter from Packard to Lt. Col. Charles A. Harris asking him to assist the Chairman of the Community Relations Committee

8/24/77, Letter to Packard from Halsey Burke saying he would be pleased to chair the Banquet Committee

8/24/77, Copy of a letter from Packard to Ray J. Rosendin asking him to assist the Chairman of the Community Relations Committee

9/21/77, Letter to Packard from John J. Brennan offering to provide photographic services for the convention

9/22/77, Copy of a letter from Packard to Ronald R. James transmitting the above letter and asking him to reply

9/26/77, Letter to Packard from Kenneth R. Johnson, President Farms Co., Inc, asking who he may contact regarding landscaping services at the HP plant on Trimble Ave., and saying that he will help with the convention

10/3/77, Copy of a letter from Packard to Kenneth R. Johnson, saying he is glad Mr. Johnson will help with the convention and expressing the hope he will buy a table for $500. Packard also says he will ask HP people to contact him about landscaping

10/5/77, Copy of a letter  from Halsey Burke to Gordon Levy, San Jose Chamber of Commerce, expressing concerns about the convention budget

10/5/77, Copy of a letter to Packard from Halsey Burke attaching the above letter and discussing his budget concerns

10/6/77, Copy of a letter from Carlos Ogden to Host Directors giving the dates of two meetings he says Packard has set to discuss convention plans

9/15/77, Letter to Packard from Robert C. Wilson saying he was sorry he missed a meeting but will be happy to help

10/6/77, Copy of a letter from Packard to Robert C. Wilson saying attending the meeting was not important, but it would be good if he could buy one or two tables

9/8/77, Copy of a letter to President Gerald R. Ford from Packard asking if he could attend the Banquet and speak to the guests

10/10/77, Copy of a letter from Packard to General George S. Brown, Chairman of the Joint Chiefs of Staff, saying he is delighted to hear the General will be able to attend the convention banquet

Copy of a check from Packard and payable to the Congressional Medal of Honor Society in the amount of $500.00

10/18/77, Copy of a letter from Packard to Gen. George C. Brown inviting him to stay at their home during his visit here and possibly go to Merced for some duck hunting

10/25/77, Letter to Packard from Gen. Brown thanking Packard for the invitation but saying he must get back to Washington

11/14/77, Letter to Packard from Halsey Burke saying he enjoyed working with Packard on the convention. He also says that he heard many appreciative comments form the veterans – many saying this had been the best convention they had attended.

11/14/77, Letter to Packard from J. H. Doolettle, thanking all for their many kindnesses and courtesies

11/15/77, Handwritten letter to Packard from Janet Gray Hayes, Mayor of San Jose, thanking him for the dinner reservations and saying they very much enjoyed the dinner. She asks for a copy of Jimmy Stewart’s speech if this could be possible.

11/15/77,  Letter to Packard from Major James A. Taylor, thanking him for the outstanding convention

11/19/77, Letter to Packard from Carlos C. Ogden thanking him for his work on the convention and especially his dinner remarks

11/23/77, Letter to Packard from William R. Lawley, Jr. expressing appreciation for the outstanding convention

11/25/77, Letter to Packard from Charles W. Davis, from the Medal of Honor Society, expressing appreciation for Packard’s work. He says they feel honored that Packard accepted the chairmanship.

11/29/77, Handwritten letter to Packard from Edward and Mardelle Ingman, thanking Packard for his hard work as chairman of the convention, and saying it was so well planned and they appreciated it.

11/28/77, Handwritten note to Packard from Robert E. Gerstung thanking him for the convention where they were ‘treated royally’

11/28/77, Handwritten note to Packard from Bob and Francis Nett, saying they have ‘so many happy memories’ of the convention

11/28/77, Handwritten note to Packard from Mr. and Mrs. J. Drowley expressing appreciation for the convention

11/30/77, Letter to Packard from Michael J. Daly expressing appreciation for his ‘crucial help’ and ‘tremendous effort’ in planning such an affair

11/29/77, Note to Packard from Robert E. Bush saying they appreciated all hard work which made the convention a ‘tremendous success

12/1/77, Letter to Packard from John D. Hawk, expressing appreciation for the work of the many people who arranged the convention

12/1/77, Handwritten note to Packard from Bill and Dorothy Johnston saying they very much appreciated the arrangements for the convention

12/7/77, Letter to Packard from Gino J. Merli describing the convention as ‘perfection’

12/9/77, Handwritten note to Packard from Pappy Boyington who says he and his wife ‘join the multitude of loyal Americans who salute you for all your time, effort and expense’ expended for the convention. He makes particular note of Packard’s speech which was ‘so sincere – and so true’

12/11/77, Letter Packard from Mitchell Paige, expressing appreciation for the convention

12/19/77, Report to all Directors from Halsey Burke, Finance Chairman, giving a final report on the convention finances. They collected $67,530, spent $58,746, and sent the Society $8,783

1/3/78, Handwritten note to Packard from Mr. and Mrs. W. J. Crawford, thanking the committees for the hours spent in making the convention ‘such a grand success’

Undated, Handwritten note to Packard from Don Ross thanking him for his help and guidance in making this convention ‘the best meeting we’ve ever had’

Undated, Handwritten note to Packard from Herbert and Verna Burr thanking him for making possible the convention were they had ‘a delightful time’

Undated, Handwritten note to Packard from Maj. Gen. And Mrs. George L. Mabry Jr. thanking him for the convention

Undated, Newspaper clipping describing the convention and the Veterans Day Parade



Box 4, Folder 20 – General Speeches


November 17, 1977, Inventory Management and Control, Purchasing Management Association, South Bay Chapter, Palo Alto, CA



11/17/77, Typewritten text of Packard’s speech on Inventory Management and Control


Packard describes the subject matter as “complex,” adding that he plans to confine his remarks to “the management of inventories in a manufacturing industry.


“To begin with,” he says, “I think it would be useful to remind ourselves that there are three basic inventory categories in almost every manufacturing industry – the raw material or component side, the work-in-progress area, and the finished goods – and each of these has different problems. It is immediately apparent, therefore, that inventory concerns the purchasing manager, the manufacturing manager, and the marketing manager, and as a result you have a great many different inputs into inventory management/control. Thus, it is most important to keep in mind that the inventory management/control problem really must be considered as one part of overall asset management. Sometimes the people who have responsibility for a specific area, such as purchasing or manufacturing, may not appreciate that inventory management involves many other people in the organization.”


While we must keep the various details of the inventory problem in mind, Packard says that “…it is very important that we keep the broader perspective in mind. Inventory, along with accounts receivable and cash or cash equivalents, makes up the current assets of a company. These are offset by accounts payable and by short-term notes. Together these items determine the working capital of the organization. Since no company, at least none that I have encountered yet, has unlimited resources, one of the overall aspects of inventory management is to minimize the working capital that is needed to support each dollar of sales. We must strive to do this, while at the same time taking actions which will maximize the profits for each dollar of sales.


“In the final analysis,” he says, “…in a growth industry such as electronics, we have to generate a rate of return on assets which is roughly equal to our sales growth rate. If we don’t do this, things will get out of balance and we will find ourselves in a very difficult situation. The management of return on assets is an essential element in maintaining the viability of your company in the long term. Control of inventories is one of the variables, one of the ways you can have an impact on the control of assets – not only controlling the level, but also controlling the rate of return. A higher inventory is going to increase your costs and therefore tend to reduce your rate of return. Higher inventories, of course, require more capital, as well.”


Packard describes a case example to illustrate the importance of managing inventories and what can be done when problems arise. “It is a situation we experienced at our company over the past ten years, and I think the best way to approach this is to look at our level and growth rate of sales year-to-year, the corresponding growth of inventory in those years, and, most importantly, the percentage relationship between inventory and sales.


“For many years,” he says, “ [HP] had been maintaining a total inventory in the range of 20 percent of our sales dollar. – or a turnover of roughly five times a year if you want to put it in those terms. That was the situation in 1967 when we had sales of $245 million, and an inventory of $52 million which represented 21 percent of sales. In 1968 sales grew 11 percent and inventory 12 percent, so we were retaining a reasonable balance, and our ratio of inventory to sales stayed at about 21 percent.”


Packard says things began to slip in 1969 when sales grew 19 percent and inventories by 33 percent. He then gives the numbers for the next three years:

In 1970 sales up 7 %, inventories up 11 %

In 1971 sales up 3 %, inventories up 6 %, with the ratio of inventories to sales rising to 24 %.

In 1972 sales rose 28%, inventories rose 30 %, with the inventory/sales ratio edging up to 25 %.


“In 1973,” he says, “we had a substantial increase of 38% in sales, but inventories more than kept pace by increasing 59 percent. By that time inventories had grown to the point where they represented 29 percent of our annual sales volume, and we were faced with a very serious problem of financing this very large inventory build-up. The situation was compounded by the fact that we were experiencing a growth in accounts receivable, which is the other aspect of current assets.


“Now, we were aware that these inventories were growing, and we had been reviewing the situation with our division manages year after year. I can assure you that we heard just about every excuse in the book for the situation. One we heard repeatedly was ‘Our business is changing, and we can’t do this job right if our inventories don’t go up.’


Packard says, “We finally reached the point, late in 1973, where it looked as though we were going to have to go out in the market for some long-term debt – something we had never done before. Since this was such a major departure from our ‘pay-as-you-go’ policy at HP, I and some of the rest of our people got to thinking about the situation and we concluded that we had just botched up the job ourselves. We had failed to control assets, including inventory, in the way they should have been controlled. Because of the seriousness of the matter, I paid a visit to nearly every one of our divisions, worldwide, and gave them a lecture on the importance of controlling inventories and accounts receivable. I emphasized that they had to think about some things in addition to what was going on in their own department and divisions. I’ll tell you, the response was impressive.


“We got the whole team working on the problem We improved our planning. We regained better control of the detail of our inventories. We established, I think, a closed cooperation with our suppliers – a very important responsibility. We found that we could live with a smaller margin of safety. To give you just one specific, in the area of work-in-progress we had felt that we could save some money by putting sub-assemblies together in larger quantities and perhaps have a little more responsiveness in the final assembly stage. We discovered, however, that while we may have improved our costs to some extent, in some areas this practice had a serious impact on our total inventories.


“At this point, I think it is worth mentioning that it is important to minimize the changes. There is nothing worse than starting in one direction and then altering your course. Again it gets back to planning and total commitment. No one single action will be effective in doing the job the way it ought to be done. No one person will be responsible.


“Concluding his story of HP’s experience, Packard says that “Because of an outstanding effort by a very large number of people throughout the organization in 1974, our inventories increased by only 3 percent in comparison with a 34 percent increase in sales. This brought our inventory/sales ratio down to 22 percent. A year later we were back to our traditional ratio of 21 percent, as sales increased 11 percent while inventories were held to a 5 percent increase. This kind of performance, I am glad to report, has continued through 1976 and 1977.”


As he looks back at the situation he has described above, Packard says that “If the ratio that existed between inventory and sales in 1973 still persisted today, [in 1977],it would have required $90 million more in inventory than we have at this particular time. That gives you some idea of the magnitude of the impact that this kind of overall control can have.”


Packard says the message he would like to get over is that controlling inventories is a very important matter. “If we had been smart enough, or wise enough, or energetic enough to have recognized this and done something about it back in the early 1970s, we would have saved our suppliers and our company some difficulty. The responsibility of inventory control goes beyond individual problems. It is not the isolated job of one person, or one department. It extends into almost every aspect of your organization, and involves almost everyone – purchasing, manufacturing, and marketing. The marketing people, for example, have to realize that they can’t always have the inventory of finished goods they’d like for immediate delivery, and they have to recognize that good planning is essential.”


Packard discusses some external factors which add to the complexity of inventory control. “One of these factors,” he says, “is that when we are operating in an environment of very high utilization of capacity by suppliers, it makes the flow of components and materials more difficult to control. Hence, it encourages such things as double-ordering and larger inventories that might be avoidable otherwise.


“Inflation also is a problem as you know. Most of the thinking in our company about inventories was developed and then carried forward from the period of the fifties and sixties when inflation was not a significant problem. When we got into double-digit inflation a couple of years ago, we didn’t recognize it but there is one aspect here that is very important. It brought about re-thinking of the ‘last-in-first-out’ handling of inventory costs.” And he tells of going to Brazil, and talking to a business manager there. He asked the man how he dealt with inflation running around 100 percent a year. Packard reports the man as saying, ‘It’s very simple. If you are in the merchandising business,  you buy your Christmas inventories in January the year ahead of Christmas. If you do that you’re in pretty good shape.’ “So,” Packard concludes, “sometimes these external influences will encourage you to do things that you wouldn’t possible think about doing otherwise.


“That brings me,” he says, “to the final point I want to make. Inventory control is a complex and important job but it simply cannot be done by formula or by computer procedure. Computer procedures will help you, and in fact there are many aids available to you in planning and measuring your appropriate levels and in determining where you are. But, if the job of managing inventories is going to be done the way it should be done, it’s going to require imagination and hard work and dedication on all levels. The final objective, for anyone who has anything to do with inventories, has to be to take every step possible to keep the profits up and the inventories down. It’s just as simple as that.”


11/17/77, Several 3×5” cards with Packard’s notes handwritten thereon with ideas he was putting together for the above speech

11/17/77, two handwritten pages of statistics Packard wrote down listing sales and inventory changes over the years 1967 to 1976

11/17/77, Printed announcement describing the evening’s activities and speakers as sent out by the South Bay Group of the Purchasing Management Association of Northern California

11/17/77, Printed program for the evening

7/5/77, Internal HP memorandum to Packard from John Nicolic, Purchasing Department, inviting Bill and Dave to their dinner meeting when various speakers will discuss inventory control considerations

7/18/77, Copy of internal HP memorandum to Packard from John Nicolic , saying the Purchasing Association is delighted that Packard will join them and the other speakers at their dinner meeting

9/28/77, Memorandum to Packard from John Nicolic giving details about the dinner meeting. Two notes from other HP employees are attached asking for copies of Packard’s speech..

11/7/77, Memorandum to Packard from John Nicolic saying, among other details about the dinner, that registration exceeds 600 people

11/21/77, Letter to Packard from Donald Teitzke, a consultant, attaching a copy of a speech given by himself titled, Inventory Management and the Accountant

11/25/77, Copy of a letter to Packard from Ray Eaton, Purchasing Manager, Bard-Parker, thanking him for speaking at the dinner, and. attaching several quotations about management

11/22/77, Memorandum from John Nicolic to Packard thanking him for speaking at their seminar and suggesting the possibility of another on the state income tax of California

12/20/77, Copy of a letter from Packard to John Nicolic saying a seminar on the inventory tax might better be held when and if it comes up for consideration.

Undated, Three pages of typewritten jokes – probably source material for Packard

Undated, Typewritten listing of attendees to the dinner seminar


1977 – Hewlett Speeches

Box 3, Folder 29 – General Speeches


April 20, 1977 – “Technology and Profitable Growth,” General Electric Spring Conference, Bellaire, FL


4/20/77, Copy of the typewritten text of Hewlett’s speech

[See also speech dated March 23, 1976, “The Four Musts of Hewlett-Packard” and one dated May 5, 1980, Personnel conference at Silverado]


Hewlett is addressing a group of General Electric people and he notes that while HP has just reached the one billion a year sales level, GE was at that level 38 years ago when HP was just starting, so he acknowledges that “we are still a little bit behind you.”


“In a sense then,” Hewlett says, “my talking with you tonight about technology and profitable growth might seem like carrying coals to Newcastle. However, I have spent my entire professional life dealing with these matters, and I firmly believe that regardless of a company’s size some element of its operations can stimulate interest and lead to valuable discussion.”


Hewlett says he will try to be “fairly practical “ in his remarks, as he knows that engineers are practical people.


He recalls that when they started HP they found that people they hired wanted to do the right thing, and would do the right thing if given the opportunity. “We found,” he says, “that by respecting the dignity and worth of these people, there was much they could contribute. I believe that a great deal of what we subsequently accomplished in the company is a direct result of this very basic approach to people.”


Engineering of Opportunity

Managing the engineering effort was a learning process Hewlett says. Since they could not afford to hire top engineers they had to make the best use of their resources as they could. He says they derived something he calls “engineering of opportunity.”  Instead of telling their small engineering staff that they wanted a specific device developed they preferred to say “What technology can we apply to meet these …needs?”  And he says they were able to invent a large number of useful products for their customers while staying within the bounds of their technical capabilities.


Hewlett describes another learning experience. He says that during the mid-fifties somebody in the company thought up the concept of a “vintage chart,” upon which they plotted the annual sales of each of their products over a period of four or five years. “We found,” he says, “that the average life of a product was surprisingly long, and that our entire growth was heavily dependent upon adding a layer of new products each year. This impressed upon us …that the route to growth was through new products – products that contributed real value content to our catalog.”


Other Early Lessons

They also learned the hard rule, “If you want to do something, you had better earn the dollars first….This philosophy of pay-as-you-go also had a long-term influence on how we approached management problems.”


Hewlett describes another key learning experience, –“…discovering the advantage of having a relatively small group of people working together closely – people who knew what they were doing and where they were going.” They wanted to preserve this characteristic and believed the method of achieving this was to decentralize their operation – even though their volume was only about 50 million at the time. They also recognized that in order to follow a decentralized organization they would have to develop an overall operating philosophy to guide the decentralized units.


To do this he says they chose a concept “that is now popularly known as ‘management by objective,’” — a term he says they had not heard of at the time. He describes the decentralized organization as one where the organization was divided into “several small operating divisions with well-defined product lines, to assign managers with complete responsibility for all their functional areas, to provide them with some broad, general guidelines, and then keep track of the division’s performance.”


Broad Objectives

Hewlett says he and Dave Packard “sat down and wrote six corporate objectives. The first of these dealt with the essence of everything we were trying to do – make a profit. The other objectives covered customers, fields of interest, growth, people, and citizenship.


“Although we have reviewed and modified these objectives from time to time, they really have not changed very much over the years.” They did add a seventh objective in the mid 1960s which had to do with management techniques – a reflection of their increased size. “These objectives have withstood the test of time, and our ability to follow them so steadfastly has been a major factor in the company’s achievements.”


Four “Musts”

Hewlett says he tried to boil down these objectives into a few catch phrases, and he coined four “musts: – You must make a profit, you must make that profit by technological contribution, you must work through people to achieve these objectives, you must put back more into the community than you take out.”


Hewlett goes on to discuss each of these themes, and he starts with technology. “To make a technological contribution,” he says, “you have to have good people, and you have to have a proper atmosphere.  It is obvious…that good people attract good people, thus producing an exciting place to work. This is a positive feedback type of operation, and if you can get into this mode, it is extremely beneficial.”


Concerning the need to maintain a creative atmosphere, Hewlett says R&D people “don’t want to be on the sidelines; they want to feel that they have a major role in defining what a company does.”


“At HP, product decisions are almost always made between the divisional manager and the R&D personnel – not, in contrast with many companies, between the divisional manager and the marketing operation. In our business, we feel that – important as they are – marketing people must play a secondary role in the question of product definition.”


Being on the Cutting Edge

Hewlett says this is a very important for engineers, who want to be on the cutting edge of what the company plans to do – not simply asked to carry out a pre-determined course of action. “This… is the basis of one of our objectives – that you must make a technical contribution, not take a ‘me too’ approach.”


Engineering Management

The high degree of engineering involvement in HP’s entire program requires people in divisional management who understand engineering. “It is not by accident,” he says, “that 35 of our 36 or so divisions are headed by people with engineers’ degrees. (He adds, parenthetically, that less than a quarter have an MBA.) “This means…that we are taking people who are not trained in management and putting them into key management slots. In turn, this approach requires a strong commitment by top management to provide these people with considerable back-up support.”


Deep Commitment to ICs

Hewlett describes HP’s philosophy on IC fabrication. “We have,” he says, “nine divisions with integrated circuit facilities, and a tenth just coming on-stream. People from the semiconductor industry tell us that no one can afford to spread such sizable capital resources out among nine or ten areas – but we don’t look at it that way. Our feeling is that while we won’t make money on integrated circuits, per se, we will profit from the sale of products built around these tailor-made integrated circuits. As an indication of this, I would guess that probably 90 to 95% of our products now have one or more of our proprietary integrated circuits in them.”


Profit…A State of Mind

Making the substantial commitment of dollars into technologies such as ICs requires a high level of financial security. Hewlett says “One measure of financial security is whether you’ve been able to finance your growth from earnings, or whether you’ve had to engage heavily in debt financing. It is for this reason that we have continually stressed the importance of profits to HP people at all levels of the organization.


“Profit, as far as I am concerned, is a state of mind. It is not just something the boss is harping on; instead it is something that each person in the organization must be convinced is in his own best interest. Once that attitude prevails, each individual will have a direct concern that this part of the organization is making a profit. I think that concern is even more important for technical people. Because in a more sophisticated sense, profit is the difference between what an item cost you, and what your customers perceive its value to be –that is, the technical contribution if you are in a technical field. I think that every one of our technical people now appreciates this fact fully. They recognize that if you are going to make a profit, it has to be on the basis of some kind of contribution.”


Technology and Profitable Growth

Talking about his third “must,” working with people to achieve objectives, Hewlett says he doesn’t need to elaborate on this area because, of all the companies he knows, GE is “the most conscious of this need and has done the best job.” He adds only one comment: management by objective is a extremely costly program, personnel-wise. It requires a large number of managers because you are spreading the workload among a great many people. Additionally, if you are drawing your management talent from the engineering staff, it is important to recognize that these people have not necessarily been trained in basic management principles. Therefore, it is essential that you provide training and development programs and facilities to be sure that when you put these people into management positions, they are indeed able to handle them.”


Hewlett says he does not want to take the time to discuss the fourth “must,” …responsibility to the community. “That is a very broad area with many ramifications. I just want to assure you that we supported the concepts of good citizenship long before it became the popular thing to do.”


No Perfect System

Realizing that there is no perfect system for running a company – Hewlett says he can draw some general conclusions.


“We really have not solved the problem of the dual ladder. I know that you people have given this a lot of thought too, and the solution still lies in the future.


“In terms of management by objectives, I think we have had reasonably good results at the upper levels. The approach has been quite successful as a motivation for our management team. But I have some doubts as to the degree to which it operates at the lower level in the corporation – and that, of course, is one of the places we would like to have it operate most effectively. We intend to work on this problem.


“I believe we have been reasonably successful in making profit a viable concept in practically everything we do, and that the profit center itself has been satisfactory despite some short comings. We have accomplished this partly by our management-by-objectives approach, and partly by creating a special management accounting system that tends to remind managers where their primary focus should be.


“Finally, at HP we have committed ourselves to the concept that achieving profit and growth via a constructive R&D program on a pay-as-you-go basis is the path we want to follow. I see no reason why it will not continue to work for us just as well in the future.”



Box 3, Folder 30 – General Speeches


October 19-20, 1977 – Visit to Toronto Sales Office, Canada


10/19/77, Copy of typewritten text of speech


Hewlett says a few words about FY 1977 which is about to close. He says he “thinks it is going to be pretty good year – about 107% of quota in U.S., international a little weaker.”


“I really think the company is in very good shape – in a very strong financial position….It is my view…that we are probably in as good a position as I can recall we’ve ever been.”


And that leads into what Hewlett says he really would like to talk about – “the transition that is going to take place in management during the next few months.” He mentions the previous announcement that John Young has been elected President and Chief Operating Officer of the Company. He says that implies that “unless he does something horrible before I retire as chief executive officer he will assume that title.”


“Now I want to be very frank with you on this matter because I think it’s important for all HP people to understand what is happening and what is going to happen. These are not easy remarks for me to make. So I’ll tell you quite frankly that Dave and I are not doing to be easy fellows to replace. To be absolutely frank, it will be impossible! I’d be dishonest if I said anything different. But I think it’s better for us to make a decision now, when we have a choice, than have to do it at some later date on an involuntary basis.”


Hewlett points out that the change is not just a change in management, “it is a change from an owner-founder management to a professional management. We took a half-way step some years ago when we changed the company from a privately held company to a publicly held corporation. At the present time, the Hewlett and Packard families still own about half of the stock. This will be reduced in time. Inheritance taxes in the U.S. are such as to be almost confiscatory, and as you probably know, my wife’s estate sold quite a bit of HP stock simply to pay death taxes on that estate. The remainder will go into a charitable foundation and the foundation must sell some stock eventually to provide needed liquidity. So time will take care of disbursing much of these holdings.”


Hewlett says he has come to realize that Dave and he are getting to be legends. “I honestly say that modestly, but so many people come up and ask to shake my hand before I leave – you begin to sense how legends grow.”


“And perhaps people want legends. Perhaps they want to feel that there’s something special about people who lead them. And if that’s what they want, let them have it – although I must say I sometimes swallow pretty hard.


“I think the fact stands that Dave and I have held a special position in this company, that will not duplicated. But in the long run we’ve got to be replaced and, as I said, it’s better to do this on our own time schedule than involuntarily.” He also admits that he feels himself “running out of gas to some extent” – further indication that this is the right time.”


Hewlett tells of the Stanford professor who studied what he called HP’s ‘management by cultural control’ – The HP Way. “So I assure you,” Hewlett says, “that even if the new management team had an inclination to change the character of this company, they would have a hard time doing it. Because each one of you – and there are now 35,000  people in the company – would be there to protest indirectly, and to say, ‘This isn’t the way it’s done at HP.’”


“What you must realize is that there are going to be changes. There must be changes. In fact as John [Young] talks to you shortly about the next five years, you should begin to see how the kind of growth we foresee will inevitably pose problems. We’ill probably have twice as many divisions, for instance, if we follow our present policy. How will we control that number of divisions? Will six groups be right? Or will we need more groups, or fewer? Is the concept of three executive vice presidents the proper way to run this company? What will we do about the collision course that calculators and computers are following? And what role should the labs play in the company as it grows larger? Those are some of the problems we face, and we are going to have to make some changes to resolve them. I don’t know what those changes are going to be, but certainly John and his people are going to have to come up with some suggestions.”


“Dave and I have a great deal of confidence in the new team. I don’t think we would have recommended them to the board if we didn’t. It might just interest you to know how a decision like that comes about. I really think it has roots in our management by objective because under that concept a person is given the opportunity at the very early stage to make independent decisions, and to follow his own management style with the bounds of the corporate guidelines…. Speaking further about John Young, Hewlett says “He was known to the board, he was well known to the company, and in view of all who knew him, he was exceedingly well qualified to lead the company in its next generation of management.


“Now I probably have more at stake in this company than anyone in this room, except Dave, and I want to tell you that I feel comfortable with the new management team that is going to be with you next year directing the future of the company.


“Thank you”.



Box 3, Folder 31 – General Speeches


November 2, 1977 – Herbert Hoover Medal for Distinguished Service, Stanford Alumni Association, Location not given


11/2/77, Copy of typewritten statement, with handwritten notations by Hewlett


Hewlett says he is very honored to be the 10th recipient of this award, especially when he looks at the names of the previous recipients.


He recalls that Herbert Hoover, in approving the use of his name for this award, stipulated that the recipient should decide the time , place, and nature of the presentation ceremony. “It was not the date that was the problem” he says, “once a moment of thought allowed me to determine that it should informal and with friends. It was where and who. The real question at issue was a curious one. Who are my friends? In thinking about this subject, I realized that a very high percentage of people whom I put in this category have been associated with the management of Stanford during the past 10 or 15 years and in particular, during 11 years I served as a trustee. This was a period during which I cemented old friendships and established many new ones.


He says his experience was “exciting and stimulating, and that the people he associated with were “thoughtful and dedicated.” He realized that most of the people he thought of as his “friends” were those associated with his experience on the Stanford Board. So he concluded that he should “build the invitational list around these people and supplement it with family and a few old friends.”  He says the decision as to “where” was an easier one. “I wanted it to be informal and local. I am afraid that I imposed upon Dick and Jing when I asked that the award be made in their home.”


“Subject to one obvious absence, I can truthfully say that there is no group with whom I’d rather share this honor than those of you here tonight. You honor me by your attendance.”

1977 – Peninsulan

January 1977

  • Andover facility opened
  • Division to Palo Alto plants
  • Engineering fellowship at Stanford
  • Express bus
  • HP to build bike path
  • New job posting system
  • New regulations
  • Photo of new Data Systems-Data Terminals building
  • Service Awards
  • State disability higher
  • “Tax corner”
  • Teachers needed for engineering review courses
  • Toy drive successful
  • Warriors tickets available

February 1977

  • Datacommunications training manual
  • Dividend raised
  • EDP realigned into mini, maxi centers.
  • Electronics technician exam
  • Engineering exam
  • Glassblower Sagimori’s bonsai tree to HP
  • HP’s “mini-parks”
  • HP mourns Flora Hewlett’s death
  • Kyoko Sagimori’s glass bonsai tree gift to HP
  • Mediators needed for Palo Alto Rental Housing Task Force
  • Named Fellow of IEEE
  • OED four man team has book published August by McGraw-Hill
  • OED product wins award
  • Photo of exhibit at meeting
  • Ski trip to Sun Valley
  • Sportfishers info

March 1977

  • Avondale facility completed
  • Barbara earns second degree from Stanford
  • Barbara Packard at General Systems used Honors Co-Op
  • Blood drive set
  • Calculator “games pac”
  • Chance named marketing manager for Computer Systems Group
  • Donations sought
  • Doolittle cited by Pan Am for 100th Atlantic crossing
  • Engineers for a day photo
  • First quarter earnings
  • Golden State Warriors tickets available
  • Holmes in new assignment
  • HP sport divers organize
  • Photo of 10,000th terminal
  • Prices to go up
  • Status of women
  • Union stronger than ever

April 1977

  • Computer Careers Day at DeAnza
  • Corporate move to Bldg. 28A
  • Corvallis to have IC facility
  • Credit Union pays 6-1/4% dividend
  • Don’t seek health care at Santa Theresa facility
  • Eligibility expanded for “continued medical” benefit
  • Hal new general manager at Santa Clara
  • James Hodgson elected
  • Myrt killed in air disaster
  • New studio at Page Mill Hill
  • Opportunity to donate organs and tissues of your body upon death
  • Opportunity to win an HP-21
  • Paul Gallagher plans new MSD building by using a computer
  • Riggen new general manager for Colorado Springs
  • Sailing Club
  • School stock
  • Thanks from Yas
  • Thank you letters for school stock
  • TV studio wins “Emmy” awards

May 1977

  • “An HP wife shares facts about Tris”
  • Barney was presented the Lamme Medal by IEEE
  • Carpools, vanpools, bikes, etc.
  • Direct deposit
  • Gabriel Antunes builds home in Los Altos
  • Hewlett elected to National Academy of science
  • Marine World site of ’77 picnic
  • Minority Students’ Days successful
  • Packard to promote water project
  • “Some commuters are using less energy”
  • Sportfishers
  • Rechtin was recipient of ’77 Alexander Graham Bell Award from IEEE
  • Tennis
  • Those #$%&* chain letters
  • Watch model gliders

June 1977

  • 44 scholarships awarded
  • Calculator-Watch
  • Drill bits available
  • Earnings, profit-sharing
  • First half profit-sharing
  • Growing more, using less
  • Little Basin camping
  • Miller to head service for Calculator Group
  • More successes for HP-sponsored Jas
  • Public Service citation presented by Navy
  • Record earnings
  • See your service rep
  • Western day at cafeteria

July 1977

  • Answers to your questions
  • Auto Auction
  • Blood Drive
  • Calculator-Watch – employee discount
  • Calvin Gibson starts own factory
  • Carl Buchhass elec. pres.
  • CMS annual athletic meet
  • Comparison
  • DELCON Inst. Rep. Ctr. stops smoking
  • Disability
  • Foothill College
  • Holds annual athletic meet
  • HP Day
  • Inst. Repair Ctr. stops smoking
  • MSD builds new plant in San Jose – photo
  • New Plant site in San Jose
  • Presented to Dr. J. Leon Shohet
  • Recording for Blind volunteers
  • Starts own wheelbarrow factory
  • Terman Award
  • Volunteer needed

August 1977

  • $150,000 cash award for ecology invention
  • American September issue
  • Article by Barnie Oliver
  • Article to appear in Scientific
  • Calculator watch delayed sale to employees
  • Chinese visitor photo
  • Data Systems installs parcourse
  • Dividend declared
  • Donations
  • Employee sales of Cal-watch delayed
  • Explanation of HMOs
  • Fall program
  • Frank Kopish of Data Systems writes Shakespearean copy for engineers
  • HP Day
  • Installs Parcourse
  • Loans
  • Meetings on Wed. noon hours
  • Moderately priced condominiums offered
  • Photo – Bob Grimm and UW staff
  • Self breast examination
  • Shakespeare type writing for
  • Retires after 35 years
  • Tyler Ecology Award

September 1977

  • 1977 Campaign under way
  • Delivers 300th system
  • Dick Anderson retires from Board. Of Dir.
  • HP Softball team wins MV league
  • Major building additions
  • Making home computers
  • Microcomputer Interest Group
  • New format starting November
  • New phone system to be installed in 6 months
  • Out door concerts
  • Palo Alto School District
  • Photo going away party
  • Rally in Sunnyvale – Sept. 17
  • Third quarter
  • Three trips planned for session
  • Transfers to Corvallis, retires from Board of Directors of CU

October 1977

  • $307,000 collected ’77
  • Corporate Hdqs. plans new site in PA
  • Elected Exec. Vice President
  • Employee sales of Calculator watch begins
  • Health alliance included in Nov. open enrollment
  • John Young Elected President
  • One year old program
  • Open enrollment announced for November
  • New selection of jewelry announced
  • November 17 set as put aside cigarettes day
  • Photo – Myron Cox (Neeley Santa Clara) and “little brother”
  • Receives Herbert Hoover Award from Stanford Alumni Ass.
  • Seatbelts save more than 3000 lives annually
  • Stop smoking day November 17
  • To head Manufacturing Services
  • Topped $20 million in assets

November 1977

  • Annual meeting
  • Completion of water saving projects
  • HP wins “Big Booth Award”
  • Income tax deduction for SDI off again
  • Loaned executive to HIRE program
  • Merges with Data Systems
  • Photo of new bike path 854 bicycles stolen in P.A. in 1976
  • President Carter’s, Jack Ingersoll, loaned executive
  • Receives 1977 Award of Merit from American Consulting Engineers
  • Receives Distinguished Citizen Award from Boy Scouts
  • Sandy Baltierra volunteer
  • San Jose’s Tapestry in Talent
  • Schedules for 78 and 79
  • “Silver Mailbox”
  • Toy drive
  • Watches order now will be here for Christmas
  • Word Processing

December 1977

  • Error in schedule noted by many
  • Second half profit-sharing
  • Supplemental Pension plan
  • W-2 forms out in late January