Box 3 Q-Z

3/89   “Q” Miscellaneous Folder

Quality Information Systems Product Processes Organization, “How Information Systems Contribute to Becoming Customer Centered” with attached letter from Lew Platt calling it “an outstanding document” which “captures the essence of what we have recently learned by benchmarking other companies…also contains some interesting best practices from inside HP.”

Worldwide Quality Conference for HP General Managers and Quality Managers, Santa Clara; Hewlett declined invitation to attend

Coffee Pot Talk Q1’94 – slides and talking points from Roy Verley, Corporate Communications; the page on orders and earnings has been marked for WRH

3/90   “R” Miscellaneous Folder


Lew Platt announced Wim Roelandt’s becoming CEO of Xilinx, a San Jose, California-based semiconductor manufacturer, beginning 1/11/96.  This is followed by two memos outlining the changes in HP without him: “…It’s almost impossible to catalog Wim’s many contributions to HP over a career that spanned 29 years.  He joined the company in 1967 as a service engineer in Belgium and then moved to Grenoble, France, to hold positions in product support and R&D.  He was named general manager in 1984 and was promoted to the position of general manager of the information Networks Group a year later.  During this period he led HP’s networking program to a position of recognized strength, making a pivotal early decision to go with the standards-based approach that has served both HP and its customers so very well over the years.  Wim was elected a vice president in 1988 and became general manager of the former Computer Systems Group later that year.  When the Computer Systems Organization (CSO) was formed in 1990, Wim took responsibility for its Networked Systems Group.  He was named general manager of the Computer Systems Organization in 1992 and was elected a senior vice president in 1993.  Under Wim’s leadership, CSO achieved record growth rates and profitability in a tumultuous industry environment.  The continued momentum of our UNIX-systems business, the success of ‘middleware’ products like HP Open View, the growing customer recognition that HP is ‘a safe bet’–these and countless other accomplishments owe much to Wim’s technical acumen, leadership skills and dedication…”

Reporter issues for Jan./Feb. 1986, Sept./Oct. 1986.  In the former on page 10 there is a picture of Dave Packard congratulating his executive secretary Margaret Paull on her 25 years of service at the Service Awards luncheon in Dec. 1985

3/91     HP – Reorganization 10/90

HP Press Alert on Dave Packard’s recent 20-minute telephone interview on the recent reorganization to the San Jose Mercury News, 10/22.  “Roy Verley monitored the interview and said he thought it went well–lots of positive statements about the reorganization, John Young and HP’s future.  Packard also made a few frank statements of ‘bureaucracy’ problems.” [see 10/29 below for problems with newspaper story]

John Young and Jack Brigham to WRH and Packard on ideas on possible directors with a list and resumes

David Packard to HP Board members John B. Fery, T. A. Wilson, Harold J. Haynes, Paul F. Miller, Jay Keyworth, Walter Hewlett, and David Woodley Packard asking them to serve on “a board committee on long-range Strategic Planning…to provide advice and counsel for John Young and his team…”  Mission, membership, activities, and schedule are spelled out

Newsgram on “HP Realigns Computer & T&M Activities, Creates Chief Executive Office”

John Young to General Managers re “Organization Changes,” 5 pages

Recap of Dick Hackborn’s visit to Sunnyvale site

Jack Brigham to Dave Packard re special board resolution needed to authorize continued service for T. A. Wilson past age 70.  “We took identical action for Shozo Yokogawa and of course have adopted similar resolutions with respect to your continued Board service.”


T. A. Wilson to WRH with Strategic Planning Committee’s report to the Board, 4 pages.  The Committee “has heard from essentially all elements of the HP organization…impressed with caliber of people…Hewlett-Packard is unique in that the founders and major stockholders…are knowledgeable, lucid, and active…Hewlett and Packard attended a substantial number of meetings….We end our assignment with the same general recognition that we had, in a less defined way, at the outset: the computer systems side of the business has not in the last 5 years met the lofty goals that HP has set and which, to a large extent, they have met in other areas for a considerable period of time…except for peripherals, HP has not developed a highly competitive product on a sustained basis.  From the Committee’s standpoint, there is a lack of a clear, unifying vision of what are HP’s intended niches in the computer market…The computer business has had an awkward organization…John Young has realigned the computer business in a way that should remove most organizational impediments to the quality and execution of the strategic plan.  HP Laboratories continues to have great capability…management must work even harder to insure that the full benefit of such an organization is realized…”

HP Corporate Org Chart

Roy Verley to Dave Packard on San Jose Mercury News story which ran 10/29. The paper has agreed to run a correction to their story, “Can David Packard Save HP?”  1) HP is not “beset by financial crisis” and does not have a “crisis of its balance sheet.”  2) Packard’s role in day-to-day management was overstated–John Young remains CEO and is managing the company.  3) HP is not “laying off employees.”  4) The paper will acknowledge that HP doesn’t have to be “saved” in the manner implied by its headline.  “Given the magnitude of today’s article, we’re asking that the correction be given prominent placement.”

San Francisco Chronicle article on Douglas Chance leaving HP to join Octel Communications Corp, as president and CEO

John Young’s announcement to HP employees about organizational changes

3/92     HP – Reorganization

“UBS Securities” 11/29/91, 3/4/92

Upside June 1991, “Back to Basics at Hewlett-Packard” by Eric Nee, pp. 38-42, 68-73; cover drawing of cartoon with Bill and Dave

Many news articles on 1990 reorganization

San Jose Mercury News interview with Dave Packard: “Can David Packard Save HP?” and their article with corrections 10/30/90: “Setting the Record Straight.  Because of an editor’s error [sic], stories and headlines about Hewlett-Packard Co. in Monday’s Mercury News may have caused confusion about the company’s financial position and management.  The company remains solidly profitable.  While Chairman David Packard has become much more active in the company’s affairs, John Young remains its chief executive.”

3/93     HP Retired Employees Club 1981, 1989-99

1999 holiday card signed by many retirees including Dave Kirby

Various invitations to parties and picnics; mainly WRH sent regrets

HP Retired Employees Club Directory, February 1998; also one dated January 1991

Issues of the HPREC News 1996-98

HP Retiree Volunteers, No. 8-12, March 1997 – June 1998

The HP Company Store Catalog, 1996

Vision and Purpose of the HP Retiree Volunteers, part of 8/10/94 invitation to luncheon

HPREC Inc. list of officers and board members

HPREC presented WRH with honorary life membership in this club; membership card attached [nice exhibit item]; also attached are Club “Guidelines” and “By-Laws,” 3 pages.  Club was first organized 4/4/79

3/94     Retirement Information 1993-94

list of HP employees retiring

retirement party for Cort Van Rensselaer after 45 year career

retirement party for George Newman after 36 years


Bob Wayman on Newman’s retirement: “…It will be hard for many of us to imagine the finance and treasury functions without George.  He has made many core contributions that have defined treasury management at HP, and those will continue to serve us well for many years to come.  His judgment and style have done much to earn HP its reputation for financial integrity.  The mark George leaves on HP goes beyond the Treasury function he’s headed since 1984.  Joining HP at the age of 21 in 1957, he played key roles in the start-up of Hewlett-Packard Ltd. in the U.K. and of YHP, where he served as vice president from 1965-68.  He has served as director of Intercontinental, general manager of HP’s Data Systems Division, and general manager of the Calculator Products Group…”  Newsgram 6/4/93 has announcement of Newman’s retirement and the appointment of Larry Tomlinson as successor

Joel Birnbaum on retirement of Marv Patterson “to become a senior partner in a newly created firm Innovation Resultants International…During his 20-year tenure with HP, Marv has held many key R&D positions.  He joined the company in 1973 at the San Diego Division, where he initiated the large format drafting plotter product line and led the development effort that brought the HP Labs grit wheel technology to market.  In 1988 Marv became director of Corporate Engineering, with responsibility for identifying the best R&D practices within and outside HP to improve the company’s engineering effectiveness.  He has also been a member of HP’s Management Council.  In January of this year, Marv became the first Director, R&D Operations, to assist me in my various duties as Vice President of Research and Development.  In this capacity, he also served on the newly created MC2 Council.”

3/95     HP – Retirement Letters (Managers) 1986-97

Franz Newratil, HP-Switzerland, announced Franco Mariotti’s retirement after nearly 37 years at HP.  Lew Platt, Alan Bickell and Lee Ting will be at retirement party in Geneva on 2/5; WRH sent “a profound thank you for the tremendous contributions you have made to HP Europe.”  Major front page article on Franco Mariotti in Journal de Geneve et Gazette de Lausanne 2/5/97

WRH letters to retirees and those going on to other jobs:

John Moll

“…has been an icon in the semiconductor industry for more than four decades.  His pioneering work at Bell Labs in the early ‘50s led to the identification of silicon as the most appropriate material for semiconductors.”

Art Young

Starting his own company, Benelytics with HR services, Santa Clara

Hank Taylor            HP’s Corporate Network Services Manager

35 years at HP

Charles “Bill” Richion

HP Vice President, CSO’s manager for Global Partners; 31 years at HP

Nobuo Mikoshibs

Director HP Labs Japan since 1990

Jim Hacker

Corporate Security Manager; 15 years at HP

Marshall Himer

Manager of U.S. Field Personnel Operations; 35 years


Ray Smelek

Mass Storage Group; 37 years at HP

Charles House

Leaving to become Senior VP of Product Marketing and Development for Informix, Menlo Park; 29 years at HP; good letter from House to WRH on The HP Way and WRH’s “critical assessment and twinkling eye,” he writes, “from the day of describing why a computer graphics box seemed like a good idea in Colorado Springs…”

David Baldwin

Leaving HP Europe to chair UK committee on exports; 30 years at HP: “You were at the helm during some very turbulent years and certainly distinguished yourself in the eyes of all, including your own government”

Jim Barton

New Jersey Division; 37 years at HP

Chung Tung                                                             Software Engineering Systems Div.

28 years at HP; joining Mentor Graphics.  He wrote WRH: “[I am] full of precious memories of HP Lab days in developing HP9100 and, of course, our shared dream of pocket calculator days…”  Snapshot of him receiving the 6-pack of beer from Tilman Schad “by lucky guess it was Coors which was the same brand Mr. Hewlett gave him many years ago”

Bill Misson

Development engineer in Boise Printer Division; joined HP in 1957

Dennis Raney

Director of Corporate Real Estate; 23 years at HP; joining Bristol-Myers Squibb

Chining Liu

Going to create a joint venture software company in Shanghai called Huatek Company; 25 years at HP

Harold “Hal” Edmondson

37 years at HP

Aldo Dossola

HP Employees Federal Credit Union; 25 years at HP

Ben Holmes

VP/GM Medical Products Group; 34 years at HP

Rod Carlson

Corp. Grants; 35 years at HP

John Doyle

Exec. VP; 34 years at HP.  WRH: “I remember the John Doyle who was given the Swedish Air Force job to straighten out…” Doyle’s warm reply

Maria Bilzer

“the infamous ‘Bilzer Report’ (the person) is retiring”; 30 years with HP

Richard Landes

23 years at HP

Art Darbie

Fort Collins; 36 years at HP; warm letter to WRH


Ken Capen

Personnel Manager; 24 years at HP

LaJune Bush

Govn’t Affairs; full-time consulting; 11 years at HP

Tom Christiansen

Govn’t Affairs; 35 years at HP

Nancy Thoman

30 years at HP

Dominick Perry

letter from his wife Mary S. Perry thanking WRH

Malcolm Gissing

HP Canada; 25 years.  WRH told him at the job interview for President/GM Canada “you are a little bit green but I think you’ll do fine”

Steve Buer

37 years at HP

Bob Grimm

Letter to WRH thanking him for coming to retirement party; 35 years at HP: “I particularly enjoyed the opportunity to start new operations: Dynac/Dymec, 2116A computer manufacturing, Systems Division, IC research laboratory, and the manufacturing research center.  I also very much appreciate your support and encouragement in my participation in community activities.”

Al Bagley

WRH wrote:  “You know how we all feel about Al, and I will surely regret having to miss this one; especially since I could not attend the party at Corporate the other day.”

Paul Stoft

Warm letter to WRH

Emery Rogers

Norm Schrock

44 years at HP; HP Aviation Dept, flew folks to Colorado Springs from San Jose; WRH attended

Dave Weindorf

22 years at HP

3/96     HP – Retirement Letters (Employees) 1985-2000


Mollie Yoshizumi: “Mr. Hewlett no longer comes into the office and has asked me to send this message to you on his behalf” [This is the standard thank you Yoshizumi sent to employees who wrote WRH in the last few years; mainly they were thanked for their loyal dedication and many contributions to the success of HP.]  Yoshizumi wrote that while composing these letters, she copied WRH’s old letters when he was still actively involved in the company so letters are in “Mr. Hewlett’s own words” and “comes from the heart.”  In addition, she wrote many letters to employees retiring after lengthy years of service.  This folder has biographical and employment history on some of these employees.  Some letters were handled by Judy Arluck, WRH’s secretary in years between Yoshizumi’s first and second period in the position.  Among the many warm personal letters from employees thanking WRH for HP are these:

Larry Dykas to WRH: “…Many years ago, I worked at the New Jersey Division in Rockaway, NJ as a technician on the production line.  My job was to do the final tuning on the HP-202.  During one of the visits that you and Dave made to the plant, you stopped by my station and actually helped to iron out a problem we were having with the 202.  It was probably the  most defining moment of my life at HP.”

Craig Hamer, Vancouver Printer Division, to WRH: “…During my almost 24  years with HP, I have been a part of a number of transitions within the company and my family and I have always been treated extraordinarily well…HP truly does look out for its people.  I could not have asked for a better overall company to spend my work life with.  I can’t tell you enough how much your efforts to create a wonderful company have meant to me and to my family…”

Jim Murrin, HP-Roseville, on Larry Mitchell’s retirement as Roseville Site Operations Manager after 29 years at HP.  In 1980 he “had the exciting opportunity to take his family to Puerto Rico to start up HP’s first operation there…In 1982, Larry returned to the U.S. to form the Roseville Terminals Division which later became the Roseville Personal Computer Division.  In this role, Larry was among the first to HP to begin to extensively utilize TQC methods and the Hoshin concept in business planning…”

Service Award Questionnaire filled out for Tony Pay with 30 years service.  “Tony was trained as a machinist in England, and came to the United States on his own.  He began his work for HP in Palo Alto, at the machine shop on Page Mill Road.  Tony considers his major contribution to be when he was asked to become the supervisor of the grinding shop in Palo Alto.  He considered this an honor because it was customary to choose one of the highest skilled operators for positions like this….Tony considers his history around computers to be an interesting one.  He remembers his past ‘immense dislike of computers’ very clearly.  He remembers that when John Young said that HP was going to have a future in the computer business, that ‘he must have been out of his head!’  Now, Tony has both a PC and a UNIX workstation on his desk…Tony, like many employees with this length of service, have [sic] many wonderful memories of Bill and Dave.  Tony recounted several.  He remembers after he had just been working at HP for a few weeks, when he was engrossed in a particularly difficult grinding job, and Dave Packard stopped by.  He said, ‘hi, how are you this morning?’ and ‘how do you like it here?’ and ‘How’s your family?’ and ‘Do you have any children?’  Tony remembers discussing this with his boss later, and asking that his boss try to keep people from disturbing him when he was trying to concentrate.  Then his boss told him that the interruption came from Dave Packard!  Tony remembers Dave as someone who got visibly excited when we got new machinery. He even remembers a photo of Dave with a big grin on his face, looking over a new piece of equipment.  Dave used to sit at a picnic bench in the shop, with his sleeves rolled up, talking with folks.  Tony also remembers the early HP picnics, where Bill and Dave and all HP employees attended at Little Basin.  It was clear to Tony how important children and family were to both Bill and Dave.”


Mike Drayton, HP-Sonoma, on Dick Whitten’s retirement after almost 42 years.  “Dick hired in to HP on June 20th, 1955, right after high school.  His first position was in the riveting and spotwelding dept….Dick graduated from the machinist apprenticeship program and became a Journeyman in 1966, at the hourly wage of $3.65.  In 1969, he became a tool designer, and moved into manufacturing engineering in 1970.  He became an engineering manager in 1980. One of Dick’s important accomplishments in recent years was developing AVX into a high-performing supplier for Sonoma County’s microcircuit business…”

Maria Barraza on the retirement of Mike Masko after almost 18 years.  “Mike started with HP in 1979 at the San Jose site in OED in the Building Services department.  In 1988 he joined the HP Labs Hazardous Materials group which is part of the Environmental Health and Safety Department.  He has been in this function from 1988 to the present.  In the Hazardous Materials group Mike has been performing a number of functions critical to the efficient and safe operations of HP Labs.  A primary duty has included monthly or quarterly inspections of the emergency equipment (showers/eyewashes for chemical spills and equipment for chemical spills, gas leaks, fires, earthquakes, etc.) to assure that it is always accessible and operable should an emergency arise.  These inspections are also required by company and regulatory standards and Mike has done a good job in meeting the deadline and recordkeeping aspects of those requirements.  Also he has worked on improving the amount and types of emergency response equipment that is available.  Mike also has been involved in chemical distribution, delivering chemical containers to the researchers and picking up the hazardous waste that is generated.  This activity carries significant potential risk to employees and the environment and Mike works very hard to assure that this risk is minimized.  In addition, chemical and hazardous waste handling are very highly regulated and Mike has done a good job in maintaining compliance…”

Eugene Crew, lawyer, to WRH:  “It has been awhile since I and my partner Jim Gilliland had the pleasure of meeting you to represent your personal interests in the San Francisco v. Giants of Tampa Bay litigation.  I am glad that it all worked out satisfactorily and still recall how impressed I was by you and, in particular, the reason you gave us for contributing to the San Francisco Giants’ cause even though you were not a serious baseball fan.  You said during our meeting, and I quote, ‘I wanted to make a contribution to my City.’  I was sincerely impressed by that noble sentiment.”


Frank Burkhard to Dave Packard on the occasion of 50 years working at HP:  “When I began at HP, you assigned me to the production test department, which was sort of a standard practice at the time.  I remember that Cap Stewart, who was the paymaster, assigned me the employee number ‘S145.’  However, all the other employees were numbered ‘O…’  I could see that this was the case because we all placed time cards in slots in a rack on the wall just inside the side door at 395 Page Mill and the employee numbers were all plainly visible.  Anyway, it bothered me that I was ‘S’ and everyone else was ‘O.’  I quietly asked a number of people and got various answers, none of which made much sense to me.  Cap himself said it meant he didn’t think I’d last very long.  Finally, after many months I got an answer from Elaine ‘Cookie’ Cook that the ‘O’ stood for ‘original’ and the ‘S’ stood for ‘second.’  In other words I was the second person to have the number ‘145.’  I was greatly relieved.  I have always appreciated being hired at HP.  And I have always appreciated your assigning such a young guy as myself to do the HP Journal, especially when many felt that anyone below the stature of Fred Terman couldn’t do a worthwhile job.  They just didn’t understand. I always knew from feedback from the field that the Journal was a more significant positive for HP than hardly anyone understood.”

Sumie Christopher to Packard and WRH:  “Since my arrival in the U.S. from Japan more than 30 years ago, my limited English reading and writing skills have presented many challenges.  I’ve struggled and worked hard to overcome those challenges.  For me, becoming acclimated with the American lifestyle was such a drastic change in culture that I felt much like a newborn baby, starting my life all over again.  I am greatly indebted and equally appreciative of Hewlett-Packard for providing me the opportunity twenty years ago to build a better life for me and my family.  Thanks to you, I’ve achieved far more than I ever imagined I could accomplish in my lifetime.  I am not speaking merely in terms of monetary wealth, which can be easily measured in dollars and cents, but more importantly in terms of something of greater value, the personal satisfaction that comes from working hard and the pride you take in that effort….During my two decades with HP I worked in Palo Alto, Santa Clara, Cupertino and Sunnyvale plants.  I consider myself lucky to have seen the future of American technology literally pass before my eyes.  I helped assemble the first generation of personal calculators produced by HP.  I can remember how everyone was amazed by these ‘state of the art’ machines, which are now quite primitive by today’s advanced standards.  In subsequent positions I helped to assemble keyboards, terminals and other computer-related parts and peripherals….Through the years I had the good fortune to work with a great group of people…”

Newsgram announcement of “VSI to be offered in North American Field Operations”

10/11/91 Emory Meeker to WRH on the occasion of retirement after 31 years at HP.  He named supervisors he admired–“A remarkable cross section of the people that provided me with the meaning of the HP Way and HP Values.  It is unfortunate that most of the current employees will only hear stories about the real HP.”  He remembered “Dave Packard in 1961 walking through the Bldg IL parking lot door with General Charles DeGaulle attired in his French Army uniform.  No secret service, no machine guns, no HP security guards, no chain fence around the plant!!!….[lists more names who “represent the HP values and spirit” and made HP “the place to be” in this industry.]  There is much talk about ‘HP will never be the same; business is changing, competitive pressures’ ad infinitum, ad nauseam.  I would suggest that HP values are the same–but we don’t have enough Dick Hackborns, Bob Frankenbergs, Bill Harrises and Alan Seelys to mentor and coach the ‘new kids’ whose values seemingly revolve around span of control, salary grade, titles, and Tauruses.  Us old timers are not a vanishing breed, just an outnumbered bred!…”


Glenn Herreman to WRH and Packard:  “…Many thanks for the stock option program for employees and the generous retirement program with health benefits. Before I joined HP and even after I had been with HP for many years, never, in my wildest imagination, did I ever dream that I could retire with the security, comfort and peace-of-mind that Clara and I are enjoying.  Retirement was February ‘83 and we are still going strong….My first supervisor was Rufe Kingman.  One of my early assignments was to make a progressive die for the very slow ‘Pacific Press.’  With each stroke, a flat strip of aluminum was fed into the press and a finished part, an angle with holes punched, went flying into a big box off to the side of the press.  I was involved with many other successful tooling projects before moving on to quality control/assurance to set up a gage calibration program.  Calibration gradually evolved into precision measurements for product development and finally our department became Mechanical Metrology in 5L.  We were the first user of HP’s Laser Interferometer, and because of our many laser measurement applications we hosted other metrologists, inspectors, and engineers from around the world.  As a department we wrote many papers relative to machine tool calibration with the laser, roundness measurements, flatness and straightness….I enjoyed my work and always looked forward to new challenges in our specialized field.  I recognize that my success was made possible by my supervisors and the good people working with me.  I also recognize that only at HP could someone with a high school education have a successful career in a new field that was just taking off.  I often think of Ernest Schlage’s comment when I told him I was leaving Schlage Lock Co. for HP.  ‘You shouldn’t go to HP because you aren’t an electronics engineer and you will be frustrated.  You should stay here and work with mechanical design and tooling.’”

Jerry Burgess to WRH and Packard on his retirement:  “…I would like to take this opportunity to express my thanks for giving myself and members of my family the opportunity to be part of HP and helping it grow.  I have been associated with HP since the early 40’s and 50’s when my uncle John Jaques worked here, then from 51 to 71 when my dad Bryant Burgess was here and finally from 1956 since I’ve been here.  Again thanks to both of you because HP will always be family.”

press release “HP Announces Results of Early-Retirement Program” with 782 long-service employees in US electing to accept it.  A similar program in 1986 resulted in about 780 employees choosing to retire early

June 1989 Rolling Memos from the Midwest Sales Region house magazine with an article by Betty Nielsen, “Looking Forward Looking Back” on the 50th anniversary of HP.  About a dozen employees give their impressions of May 1939, mainly they were young kids at that time…


Oliver Humphries to WRH and Packard:  “HP South Africa celebrated its 21st birthday at the end of June, and also ceased trading as HP, as you know.  My eighteen years plus as an HP employee have been exceptional.  The HP Way environment has brought me immense personal satisfaction in allowing me to reach outside the confines of my ‘formal’ position plan to contribute to HP’s success (such as installing and implementing COMSYS & HEART in South Africa virtually unaided, and then having my Order Processing department achieve the lowest HEART order entry error rate in the world)….So it was a somber night for me last Friday, June 30th when HP South Africa ceased to be.  I fully realize that the decision was for good business reasons, and that US domestic business has suffered badly because of HP’s presence here.  That doesn’t help the knot in the gut I’ve had ever since the announcement earlier this year.  However, the decision my family and I have taken is to stay if possible with HP, even though that means leaving South Africa, and changing countries is a really traumatic decision.  It’s been about the hardest decision we’ve ever taken, but we feel it’s a good one.  There are some excellent offers of positions for me in various parts of the HP world.  Thanks again for the company ‘culture’ you spawned.  It’s gripped me so tightly that I find it impossible to give up.”

Retirement of Rudy Hirshnitz after 30 years at HP.  He began as a machinist and toll & die maker and is retiring to manage his own business, SRC Cables, a manufacturing concern producing semi-rigid coax cables for the electronic industry

Dave Packard to Steve Duer on his retirement after 37 years at HP.  Duer came on 9/5/50 “in the Redwood Building as a test engineer, then a technical writer in publications, and ultimately assuming the big responsibility of the HP catalog.  You deserve many thanks and a great deal of credit for turning the catalog into the most important non-personal selling tool of all our publications.”

WRH to John Kendall: “I was so sorry I could not attend your retirement party, but I had a long-standing commitment from Higher Authority.  I can assure you, I would much rather have been at your retirement party, particularly because I wanted to thank you for all that you have done for our Aviation Department.  John, I can honestly say that you are going to be missed.  Let’s not lose track of each other.”

WRH to Woody Meyer on his retirement after 26 years.  He was founder of the Kansas City sales office.

Retirement of Jim Marshall “best known for his work in the Standards Labs at HP.  He worked in the original Standards Lab in Bldg 5L from 1957 until 1968 for Phil Hand.  In 1968 Jim became manager of the F&T Division Standards Lab and shortly thereafter opened the Standards Lab at Santa Clara.  Jim’s most visible area of accomplishment was the HP Time and Frequency Standard, or as some people called it, ‘NBS West.’”

3/97     HP- Russia 1993

Roland Mattis to WRH: “HP Moscow is currently planning a celebration for the 25th anniversary of HP’s presence in Russia…I have interviewed a few of HP’s pioneers, including Doug Herdt…he remembers two important documents:

–the business proposal to Hpco BOD to start business in Russia (67)

–the trip report of your [WRH] first trip.”


Karen Lewis, HP Archives, to Roland Mattis: “I am pulling together a packet of material for you relating to HP’s early presence in the Soviet Union beginning in 1960, with Dave Packard’s report of his visit in which he comments on the interest of the Soviet people in ‘scientific and mechanical devices,’ and the advanced state of Soviet electronic equipment; also, Bill Hewlett’s notes made after his 1964 trip; a 1973 Hewlett speech that outlines the history of US/USSR trade regulations; and other historical documents.  A search of the indexes to the minutes of the meetings of the HP Board of Directors, 1966-1969 revealed no mention of a proposal to start business in Russia.”

“Current and Future Commercial Relations with Russia,” speech by WRH on East-West Trade Panel, International Industrial Conference, San Francisco, 11 pages [copy in WRH’s Individual File in Archives]; detailed history of US-Russia trade relations:

I think sometimes we fail to realize how extensive has been the background of trade relations between the Russian people and the United States.  Back as far as 1811 Russia was taking one-tenth the total exports of the U.S., and in turn, Russia was a major supplier of marine stores to the U.S…..World War I and the Bolshevik Revolution effectively isolated the Soviet Union from Western influences, but it must be remembered that in 1920 Herbert Hoover’s American Relief Administration spent some $20 million worth of Congressional appropriations primarily in the distribution of American grain to famine-stricken Russian peasants….Following the recognition of the Soviet Regime in 1933, the enthusiasm of the United States business community for Soviet trade became even more pronounced.

In 1934 the Export-Import Bank was established for the express purpose of financing trade with the U.S.S.R., and two years later the first Soviet-American trade agreement was signed…the Cold War brought a sharp decline in commercial relations…One of the first thaws in the Cold War was probably President Eisenhower’s authorization to decontrol some 700 items in 57 commodity categories for export…[then] the visit of Krushchev to United States in 1959…warm reception by the City of San Francisco to Krushchev during his visit resulted in a personal invitation from him to Mayor Christopher and a delegation of Bay Area businessmen to make a significant and historical visit to the Soviet Union….

What was started by the Eisenhower Administration was continued by both the Kennedy and Johnson Administrations…reinterpretation of the Johnson Act [of 1934] to permit medium-term credits linked to U.S. export transactions.  This step, together with an agreement with U.S. Longshoremen allowing 50 percent of export cargoes to travel in non-U.S. bottoms, paved the way for the $110 million wheat sale to the Soviet Union in 1964….Senate Foreign Relations Committee conducted a hearing on East-West trade…revealed a widespread interest in the expansion of commercial relations…Act of 1966 made an effort…Vietnam conflict resulted in defeat [of expansion of trade for a while]…each nation, on its own side, felt the necessity to set aside doctrinaire positions and to begin to work seriously together…President Nixon’s visit with Secretary General Brezhnev in Moscow in May of 1972…resulted in agreement [on many levels].

…mutual desire for increased trade does not necessarily mean that there are no problems.  The question of MFN treatment, U.S. Government restrictions, problems of Soviet balance of payments, and differences in the philosophy of trade, all represent major areas of difference….”


Problems include approach to exit visa, U.S. government restrictions for trade with communist countries, substantial delays in approval for transactions, Soviet trade deficit, “difference in the manner in which trading is carried on each country,” “lack of direct, personal contract between the American businessman and his Soviet counterpart.”

The Soviets “are doing much to improve the climate for trade…In our own case we signed an agreement in May [1973] with the state Committee for Science and Technology calling for long-term scientific and technical cooperation…”

“Impressions on my Trip to Russia,” by WRH [copy in WRH’s Individual File in Archives]

General – 8 pages

Agriculture – 1 page

Foreign Trade – 6 pages

Scientific Research – 2 pages

Planning in the USSR – 5 pages

Meeting with Kosygin – 6 pages

3/98     “S” Miscellaneous Folder

e-mail from HP employees offended by the photo exhibit “Homosexual Art Display at HP Sites” June through September at 9 HP sites

Accent, a Publication of the Southern Sales Region, Fall 1992, “A Salute to Southern Sales Region 1966-1992″

WRH to Felicity Smith, HP-UK, thanking her for hand carrying the photo album of pictures taken during WRH’s visit to HP Labs-Bristol 9/96

snapshot of people from companies from three continents who successfully negotiated the foundation for a consortium between Sony Corporation, Philips International B.V. and Hewlett-Packard Company

Kenzo Sasaoka to WRH thanking him for congratulations on his being awarded the Deming Prize which was instituted in 1951 by the Union of Japanese Scientists and Engineers and is given annually for innovation through total quality control activities.  Sasaoka is retired chairman of the board of Hewlett-Packard Japan.  See also 2/9/96
Sasaoka to WRH on retirement

“HP Way Week in St. Louis,” a promotional packet

Alan Bickell to Lew Platt and cc to WRH on “Business Proposal from Tewelde Stephanos re Eritrea,” his native home

Several letters from employees who enjoyed the Hermit Park facility in Colorado

Newsgram on “San Jose Site Explosion.”  There was an explosion in Building 91 at the San Jose site Thursday, June 8 at 8:30 a.m. in the Optical Communication Division.  One employee suffered cuts and minor burns.  The explosion occurred in a “glove box,” a sealed space in which people work by putting their hands in through attached gloves.  Cause not determined yet

[sic] note from Craig A. Steele to WRH including snapshot of him with the company founders at the Santa Rosa picnic

Bill Terry to WRH and Packard re Santa Clara University’s alleged “fiscal crisis” which isn’t as bad as reported; hopes they can help

Dean Morton to WRH on high unemployment in South Queensferry and possible policies HP might take

3/99     HP Scholarship Fund 1992-93


This year 495 high school seniors were awarded HP Scholarships of $1,500, the largest number in the 41-year history of the program.  More than 5,000 students have received scholarships since the program’s inception in 1951.

Betty Gerard to WRH on her article for Measure on the HP Scholarship Fund.  The scholarships were originally established in 1952 by employees in lieu of material Christmas gifts to WRH and Dave Packard.  “The HP scholarships are virtually unique in recognizing outstanding and well-rounded achievement along with need.”  Her article in Measure March/April 1993: “It all began in the early days when HP people gave the co-founders the Christmas gift of a heifer for their ranch.  The little company in Palo Alto had fewer than 150 employees at the time. ‘One year they gave us a sleeping bag, and the next year a manure spreader filled with crumpled-up ads,’ recalls Bill Hewlett.  ‘But when they gave us the heifer, we felt it would be a more appropriate use of their time, energy and funds to start a scholarship program’” The program was set up in 1951 with awards given in spring 1952 although it wasn’t until 1956 that HP employees had children of their own who were high-school seniors.

3/100   Friedrich Wilheim Schroeder 1991

Memoirs titled “From Measure to Information (Episodes and Observations) compiled for Family, Friends and Colleagues”

Jean Chognard’s handwritten corrections re Siemens patent

3/101   HP – Securities Fraud Lawsuit 1992

HP press release “Hewlett-Packard Comments on Third-Quarter Performance”

Jack Brigham to WRH:  HP Company “was recently named as a defendant in two securities class action lawsuits arising out of the drop in the company’s stock price on August 6, 1992…”

HP press release “HP Net Revenue Up 15 Percent in Third Quarter; Net Earnings Down 1 Percent, Orders Increase 12 Percent”

HP press release “HP Issues Vigorous Denial of Securities-Fraud Allegations”

HP press release “Class-Action Suit against HP Is Dismissed”

4/16/93 and 5/20/93
Newsgram on the copyright-infringement lawsuit Apple Computer filed against HP and Microsoft Corp. in 1988.

3/102   Security Reports 1987-99

Lists of individuals and forms for security clearance

“Hewlett-Packard Stanford Site Security Policy and Procedures” 6/91

“What have we got to lose?” 7/91

WRH and Dave Packard do not want card access entry system for the outside doors to their offices in 3 upper

Various incident reports on WRH’s home

“Hewlett-Packard Palo Alto Area Security Services – Information Pamphlet” 1/94

3/103   HP – Seed Program 1991

exchange, a Magazine for the Worldwide Hewlett-Packard Personnel Community Jan/Feb/March 1991 – article on “SEEDs for future growth,” HP’s primary tool for minority hiring in US

WRH invited to participate; regrets

3/104   HP – “60 Minutes” Show 1993

San Jose Mercury News “H-P in P.A. sued over its use of foreign workers”


Newsgram on HP’s International Contract Programming (ICP) which administers temporary assignments of software engineers between countries, mostly in US

3/105   HP – South Africa Policy 1985-89

WRH to Governor George Deukmejian: “I was very disturbed to read in the morning paper that you are proposing to recommend that the University of California divests its ownership in any company that is doing business with South Africa.”  This recommendation has “broader implications” for HP and the Hewlett Foundation; please reconsider

Deukmejian reply: “…I believe that the South African government’s continued unwillingness to enact meaningful reforms …calls for our stronger action…We agree on the need to end apartheid.  Adherence to the Sullivan principles and good corporate citizenship hasn’t accomplished the goal.  Let’s see if divestature and other sanctions will…”

n.d. “The Sullivan Code”

Pamphlet “Hewlett-Packard in South Africa” April 1985

Simon Middleton to WRH and Dave Packard: “For some 3 years now I have been managing the HP Sullivan Activity here in SA…I have given you a flavour of what has happened and I wanted to say how proud I am to be a member of this exceptional company…the social investment that has been made in your name has, and is generating a positive future for some people here…”

Bill Johnson to John Young on “HP’s Position in South Africa” 8 pages

Newsgram “HP to Sell South African Subsidiary”: “Citing business conditions and the failure of the government in South Africa to make significant progress in ending apartheid, Hewlett-Packard on March 21 announced plans to sell its sales subsidiary in that country to Siltek Ltd., a South African manufacturer and distributor of computer products…”

3/106   HP Spokane – Liberty Lake Sewer District 1988-91

1988 letters on the study report sponsored by HP and three other parties; names involved include Susan Kaun, Robert Blair, and Mac McGrath at HP’s Spokane site

Liberty Lake Property Owners Association to WRH sending issue of Journal of Business with article “H-P battling sewer district”

“Restoring Liberty Lake: The First Sixteen Years 1973-1989″

Bill Terry to John Young, WRH, and Packard: “…The long term issue relates to a potential expansion of the local sewer district or adding capacity by connecting to the larger Spokane regional treatment plant…”

3/107   HP – Standards of Business Conduct 8/93

“Hewlett-Packard Standards of Business Conduct” 8/93

Newsgram on “Revised Standards of Business Conduct Issued”

Every U.S. employee of HP will receive this brochure.  “For the first time, a post-office box is available for employees to communicate confidentially about unethical or illegal conduct they may have observed.”

“Negotiating Tips PRIOR to signing the hotel’s contract for meetings”

3/108   HP – Stock Purchase Plan 1993

Jack Brigham to WRH and others reminding recipients of HP’s “Blue Book” making them an “insider” under U.S. securities law


Carol Nunnally to David Packard re HP policy for new stock purchase plan of making employees forfeit all restricted shares when they leave HP

3/109   Strategic Planning Committee 1990

Agenda for Fifth Meeting of Strategic Planning Committee from Chuck Yort, Manager, Business Planning and Development

3/110   “T” Miscellaneous Folders

announcement of upcoming women’s conferences.  In 1988, HP held the first Technical Women’s Conference (TWC) in Palo Alto.  Two regional conferences have followed, the Rocky Mountain Women’s Conference and the Eastern Professional Women’s Conference.  These have contributed to HP’s strength as a “great place to work” for many women.  The main purposes have been: to provide opportunities for professional development, to showcase the achievements of HP women, and to provide opportunities for networking and sharing best practices

Dick Anderson retires after 38 years at HP.  In 1983 he became General Manager of the Microwave and Communications Group, a job Byron Anderson will fill.  Tom White of UK will step into Byron’s job as General Manager of the Communications Test Solutions Group.

WRH to Howard Taub turning down his offer to be co-inventor of using a low-cost printer to print Braille.  “It is your idea and you deserve all the credit for it…”

Bryan Stahmer on “Revised HP Corporate Identity Trademark Standards” with samples of logotype

“Hewlett-Packard Corporate Identity Trademark Standards”

Alan Bickell to WRH re funding for an endowed chair at Stanford University in honor of Dr. K. T. Li, the ‘father of technology’ in Taiwan

Virginia Toney to WRH re Stanford Park Division celebrates 50th anniversary

packet from John Young on “Marking and Handling HP Trade Secret Information” 3 pages with additional pages of examples; also pamphlet “Protecting HP Trade Secrets” 4/89

3/111   Technical/Professional Women’s Conference 1995

See first items in folder 110

invitation to WRH to conference; regrets


“Diversity Journies” by Barbara Waugh delivered 6/2/95 at the 1995 HP Technical/Professional Women’s Conference.  Talk gives work history of Waugh who came to HP first as part of the SEED hiring process which recruited minorities.  She moved to Corporate and joined Emily Duncan in Affirmative Action hiring.  “Together we looked at our AA hiring.  In every category we were hiring fewer people than the statistics suggested could be our share…Small clusters of HP hiring managers, staffing and AA reps all over the country ‘got it.’  We didn’t have to educate, convince, or persuade.  All we had to do was identify them, introduce them to each other, and give them visibility for their successes.  In less than two years our hiring in every category exceed our goals.  I moved onto HPL, where in my first year I got to work on the ‘92 TWC…we learned of unexpected support for women in pockets at the top, all over the company….I was invited to help with the Deaf and Hearing Impaired forums…I learned that HP was supporting Gov. Wilson’s 1993 budget reform initiative…[which] proposed to reduce the AFDC and other benefits going to the poorest women and children in the state.  This seemed to me absolutely contrary to our citizenship objective.  I sent a voicemail message to about a dozen friends…and a long letter to John Young with all my documentation…John shared his own misgivings abut our position.  Later I learned that all this had reversed the decision, and in fact HP came out against this means for balancing the California budget…On the plus side we have a Technical Women’s Conference…Also on the plus side, I have never been penalized for telling the truth in this company…Where better to wage the battle [to promote diversity] than in one of the most powerful agents for change on the planet, a Fortune 30 company in a world where companies more than nations create the future?…The dream of our founders was to make a contribution to the world…WE are now the founders of the future HP!”  WRH thanked her for a copy of her talk which he found “very thoughtful and inspiring.  Dave and I like to think that our employees are our most important product and you certainly help reinforce that philosophy.”

3/112   Bill Terry Retirement 10/22/93

3/113   HP – United Way Policy 1992-97

Laurie Mittelstadt on “HP Pulls Back on Designated-Donation Matching”

WRH to Mark Muntean: “Thank you for copying me on your letter to John Young about the United Way….To go back a long ways, when the United Way started (it was probably called the Youth Fund or the Community Chest or some such thing), the company recognized its value in concentrating the evaluation of an organization’s needs and collection of funds by the company and the distribution thereafter in one organization.

I don’t remember when we started the program of the company matching the employee gifts.  We were, I believe, one of the leaders in this respect and are still one of the few who maintain such a program.  To provide some flexibility, we advised the employees that if they wished to give to a specific organization within the United Way their personal gift would be designated to that organization, but the matching gift would go to the United Way at large.

Two years ago, we opened up the matching program to include non-United Way organizations.  This turned out to be a Pandora’s Box with the result that the company, through its matching program was supporting an assortment of organizations that it would not normally support.  The most recent action by HP returns to the policy to where it always had been.

It is unfortunate that Planned Parenthood got caught up in the return of the old policy.  I am personally a strong supporter of Planned Parenthood and the William and Flora Hewlett Foundation has made very substantial gifts to that organization.  But as worthy as the objectives of Planned Parenthood may be, I would be reluctant to depart again from the rules that have worked effectively for so many years.

Thank you for writing – I am sorry to disappoint you.

Several letters suggest that women and minorities are not well represented in United Way

3/114   “V” Miscellaneous Folder

Newsgram on “HP Executive Committee Names 13 New Vice Presidents”


Robert Vessot to WRH: “Back in 1969 I was the HP employee in the Quantum Electronics Division in North Beverly Massachusetts who worked on Atomic Hydrogen Masers and chose not to transfer to the West when the lab was moved.  Since that date I have been at the Harvard-Smithsonian Center for Astrophysics and have continued to do research with H-Maser and to work at improving their performance.

…I have been reflecting on how lucky I have been and I want gratefully to recognize how your generosity made possible my career at Harvard….

I vividly remember your generous help and willingness to make possible the transfer of NASA and Naval Research Lab H-Maser contracts to the Harvard-Smithsonian Center for Astrophysics.  Also I remember your generosity in letting me keep the HP lab equipment we had been using.  Our work on masers has been at the cutting edge of frequency stability…”  WRH thanked him for his letter.

Newsgram on “Three HP Businesses to Offer VSI.”  Voluntary Severance Incentive programs offered at Computer Systems Organization’s Workstation Systems Group, The Components Group, and The Medical Products Group

San Jose Mercury News article by James J. Mitchell, Business Editor, on “Here’s how H-P gave a new life to old division,” detailing HP’s Stanford Park division which made microwave equipment into HP’s Video Communications division which makes video equipment used to create movies, commercials and animation

Rocky Review: “Rocky and Bullwinkle Mission: Bring affordable laser print quality and throughput PLUS COLOR to the personal printer market”

Paul Vella to WRH and Packard re spectrum analyzers made by HP and recent product decisions which result in mediocre products.  WRH replied 2/13/90 that Paul should present to a special committee of the Board of Directors at a time WRH has scheduled

3/115   Vanity Fair – High Tech Pioneers 6/2000

Vanity Fair wants to photograph WRH for an article on Silicon Valley pioneers.  WRH said no.  Copy of published article July 2000 is included in folder.

3/116   Verifone 1997-98

Newsgrams on Verifone

3/117   “W” Miscellaneous Folder

Newsgram announcing retirement of Dick Watts of HP Computer Sales and Distribution Group who is leaving HP after 30 years to run a small, start-up company called ConvergeNet

Chris Nilson to WRH on her trip to Italy close to Bergamo, looking for the HP sign.  “When I worked for you [WRH], HP meant both Hewlett Packard and ‘Have Pride.’”

James J. Mitchell in Mercury News on “H-P aims to help workers balance work and family”


WRH congratulated Harry E. Weaver, Jr. on receiving the Albert F. Sperry Award of the Instrument Society of American 10/18/92 in Houston.  His letter of recommendation is also here dated 5/13/92: “Harry worked for Hewlett-Packard Company for almost 20 years and had a most distinguished career while employed by us.  He worked on many projects, the most important of which was the development of the first commercial Hyperbolic Quadrupole Mass Filter.  Although the work was done in 1976, it is still being manufactured and is a key component of HP’s top-of-the-line Gas Chromatography-Mass Spectrometer.”

Hal Mickelson, HP Legal Dept., to WRH’s and Dave Packard’s secretaries in case they are contacted: “Hewlett-Packard helped sponsor the 1988 World Corporate Games, providing HP equipment through gifts and loans.  The experience was a nightmare.  We couldn’t rely on the WCG organization to accept any limitations we tried to define for our support and our people’s participation.  WCG has five Vectra systems on lease and hasn’t made payments since June. [Ken] O’Bryan [WCG Senior Vice President] recently contacted HP through Cindy Williams, asking that HP donate the equipment, postpone collection or take other steps that would permit WCG to retain the products.  I passed O’Bryan’s request along to the appropriate HP people…we’ve decided to turn him down…”

Linda Thomas to WRH thanking him “for lending me your watch” which she and others refurbished.  10/18/89 WRH wrote: “…I simply did not think it possible that my calculator watch could be off and running again after all these many years…”

3/118   Weaver, Mike – Handheld Products 1989

Mike Weaver, President, Hand held Products, Inc., to WRH describing their “linkage to Hewlett-Packard.  Our HP-41 ROM emulator in 1981 was a major break thru using NMOS EPROM chips powered only by the HP-41’s 4 N cell batteries.  This unique interface design resulted in our first patent.  When the Corvallis Division agreed in 1983 to sell the plastic shell parts from the HP-41 card reader, Jim [DeArras, business partner] used surface mounted components to redesign the ROM emulator into 1/3 the size with twice the memory (32k).  Next came an invitation to serve as a third party developer for the HP-71.  Jim again took a unique approach to design what turned out to be seven memory modules for the HP-71.  Thru his efforts we are able to add from 32k to 160k RAM in the volume allotted to the HP-71 card reader.  Somewhere along the way Jim managed the development of a battery powered RS-232/HP-IL interface unit needed by surveyors in the field.  Our early successes with Hewlett-Packard calculators was mutually valuable; you folks sold more calculators and we boot strapped ourselves into a cash position so that we were able to accept the next challenge.  Here again Hewlett-Packard provides today a key opto-detector and nose tip for our Micro-Wand shirt pocket computer designed from 1983 thru 1986.  The success of the Federal Express Corporation’s courier computer propelled Hand Held Products from a million dollar company into the tens of millions.  Other customers today include A C Neilsen, DHL International, and hundreds more needing field data collection devices.  As we approach the milestone of 100,000 Micro-Wands, all of us at Hand Held Products are proud to have created a product line with such overall utility…”   WRH wrote thanking him for the opportunity to see the hand held products.

3/119   Wien Bridge Oscillator 1988-93

WRH answers Ben Zarlingo’s questions from an inquiry from the editor of                         Electronic Design Magazine:

Did you invent the Wien network or the Wien bridge circuit which was the basis for the 2000A?  WRH answered “NO”

Do you know how the Wien network topology got its name?

WRH answered “No–probably from a man named Wien”


WRH to Karen Lewis, HP Archives: “As to your question about the naming of the Wien-bridge Oscillator, I believe it was named after a man, Max Wien.”  She asked after seeing an article on Gen Rad saying “…in 1937, GR developed the first RC oscillator…William Hewlett modified the circuit…called a Wien-bridge oscillator.  Many engineers thought that the oscillator had been developed by some worthy professor or scientist named Wien.  In fact, Hewlett named it after a favorite city, Vienna.”

January 1993 The IEEE Grid, p. 20 “Max Wien, Mr. Hewlett and a Rainy Sunday Afternoon: Adaptation and Following Your Nose as Design Techniques”

3/120   Wilbur, Ray – HP Retired Officer, Deceased Nov. 26, 1994

WRH to Ray Wilbur III and Jean Gleason Stromberg: “I was so shocked to learn of your father’s death.  As you know, we have been good friends and associates for a great many years, be it in the field of work or play.  He was a quiet person and I quickly learned that he was worth listening to because anything he said he addressed thoroughly and with a great deal of thought.  Our friendship certainly spanned a lifetime.  Even the early days at the Cedars, Hewlett-Packard-related associations, and general family connections.”

obituary in San Francisco Chronicle

Undated obituary for Ray Layman Wilbur III who died in Palo Alto 3/23/97, 55 years old

3/121   HP – Women Engineers 1993

Randy Englund to WRH, etc. on “HP’s Project Management Council Meeting Held Feb. 1 & 2, 1993.”   John Birk, Chair

article in Design News on “Women Engineers Rate Top Employers.”  Hewlett-Packard is in The Top 10

3/122   HP – Year 2000 Project 1997-98

Lew Platt memo and Q&A on 2000 Drawer Statement, 8 pages

3/123   YHP 1991-95

WRH thanked Eiju Matsumoto for copy of the Yokogawa Technical Report including Matsumoto’s article on the history of diagonal scaling.  “In the article I traced back the origin of diagonal scale from the 20th century Yokogawa, the 19th century Weston, the 18th century surveying instruments in Japan to the 16th century Tyco Brahe in Denmark.”

3/124   “XYZ” Miscellaneous Folder

WRH gave $5,000 to the American Red Cross – Japan Relief fund in honor of Benjamin Yoshizumi; WRH letter to Mollie Yoshizumi, Ben’s wife and WRH’s secretary

Molly Yoshizumi to WRH with her resignation as his secretary effective 11/30/93, “due to my husband’s medical set-back”

3/125   John Young – Retirement 10/29/92

Articles on John Young including his work on the Council on Competitiveness, Joint Venture: Silicon Valley, “Young out of running for Cabinet post,” several Measure articles

Newsgram on press coverage on HP forthcoming changeover of executive leadership

Newsgram “Young and Morton to Retire in October; Platt Names Next President and CEO”


Text of John Young’s public address announcement

WRH’s announcement of Young elected president and COO and Morton executive vice president effective

WRH’s last message “From the president’s desk”

Undated handwritten speech for Young’s retirement party [probably WRH’s]

3/126   John Young & Dean Morton Retirement – Board of Directors Dinner 9/17/92

Box 3 Office Files 1985 – 1998 (Iron Mt #G60664)

American Philosophical Society printed materials [loose]

3/75          “     ”     “     ”     “     ”     “     By-Laws, etc. 1985-88

3/76          “     ”     “     ”     “     ”     “                 Year Book 1995
3/77          “     ”     “     ”     “     ”     “      Library, Newsletters, etc. 1990-98
3/78     Carnegie Corporation of New York 1994
3/79     Carnegie Institution of Washington Fundraising Dinner 5/28/92 (Canceled)
3/80          “     ”     “     ”     “     ”     “     ” Magellan Telescope Council 3/6/91
3/81          “     ”     “     ”     “     ”     “     ” Magellan Project – Correspondence 1993-98
3/82          “     “     “     “     “     “     “     “    “      “      “     “     “     “     “     “    1991-92
3/83          “     ”     “     ”     “     ”     “     ”      “     ”     “     ”   Reports 1991-95
3/84     American Physical Society – Miscellaneous 1995-98
3/85     San Jose Mercury News – Movers & Shakers (DP & WRH) 4/90
3/86     Astronomical Society of the Pacific 1995-98
3/87     HP Service Awards 12/6/90
3/88         “     ”     “     ”     12/11/90
3/89     HP President’s Club – Spanish Bay/Pebble Beach 12/5/90
3/90     Philanthropist of the Year Award Presentation to Apple 11/5/90
3/91     Exploratorium – Annual Awards Dinner 10/23/90
3/92     HP Board Meeting – Waltham Division 9/20-23/90
3/93     HP People’s Republic of China – Ambassador Zhu Qizhen 10/15/90
3/94     HP Labs Research Board – 2nd Annual Meeting 9/19/90
3/95     HP Apollo Division Visit 9/14/90
3/96     Spokane Division Trip 8/7/90
3/97     Boise Division Trip 8/6/90
3/98     Norway Country Visit 6/8/90
3/99     John M. Fluke, Sr. Memorial Award 6/5/90
3/100   Gorbachev, Mikhail Luncheon – San Francisco Chamber of Commerce 6/4/90
3/101   HP – Reps Reunion 5/16/90
3/102   HP – Scientific Instrument Division Visit – 20th Anniversary 5/1/90
3/103   HP – People’s Republic of China Science & Technology 3/2/90
3/104   HP – Annual Shareholders Meeting 2/27/90
3/105   HP General Managers Meeting – Spanish Bay/Monterey 1/21-23/90

Sanborn Box 3 (IRON MOUNTAIN BOX SJ425380)

1 Technical Bulletins 1931-1934 (incomplete)
2 Technical Bulletins 1935-1938 (incomplete)
3 Bound copy of The Sanbornite Oct. 1942 – Sept. 1945
4 Bound copy of The Sanborn Standard 1960-1965
5 Bound copy of The Standard (Sanborn Division) 1966-1967
6 3 issues of The Right Angle from Sanborn Company: May 1957, May 1961, May 1963
7 Printed autobiography of James L. Jenks, Jr. called Evading the Law, 1983
8 Photograph of James Jenks, Jr.

Box 3 – Transition Collection

  • Countries – United Kingdom
  • America’s Geographic Operations
  • Operations Procurement
  • IT
  • IT Quick Polls
  • The IT EYE (newsletter)
  • Corporate Financial Reporting
  • Worldwide Financial Services
  • Worldwide Credit
  • Global Treasury
  • European Financial Services (transition newsletter only)
  • In Transition (transition weekly update newsletter) – 6/99-8/99
  • In Transition (transition weekly update newsletter) – 9/99-12/99
  • In Transition Flash (transition newsletter) – 7/99

1974 – Packard Speeches

Box 3, Folder 45 – General Speeches


March 13, 1974, Acceptance Speech upon being presented the Medal of Honor by the Electronic Industries Association


3/13/74, Typewritten text of Packard’s speech


Packard says he has read the history of the EIA which President Jim Adduci sent to him and noted that it was founded in 1924. Packard recalls he was 12 years old then and had been reading many books on electricity and science. He tells of building a radio: “I hooked up a vacuum tube, a variable condenser, a coil, a grid leak, an A battery, a B battery, and a set of heaPackardhones, and I can still remember the excitement for me and my family as each of us took a turn listening to the first broadcast from that little set. It was a program that was originating from Station WHO in Des Moines, Iowa – more than 600 miles away from our home in Pueblo, Colorado.”


Packard says that the U.S. has had, “by any measure,” a commanding lead in technology over the work in other countries. And he adds that EIA “deserves a great deal of credit for this.


“Tonight,” Packard says, “I would also like to say a few words about another major contributor to the progress of electronics in America – our great universities.”


“In [a recent] speech I proposed that executives in business and industry be more careful in the way they allocate company money to universities. My point was that by giving unrestricted grants, companies could be supporting some of the anti-business activity that has been occurring at some of our major universities.”


“With that thought in mind, then, I would like to recount some of the ways the electronics industry has benefitted [sic] from – in fact, to a large degree, owes its very existence to – American universities. In doing so, I hope you will agree with me that our industry, in particular, has an obligation to these universities that should continue to be recognized in substance.


“In the 1930s, a small group of professors laid the groundwork for the vast and productive educational program in electronics engineering that has served as a foundation for the leadership in science and engineering technology that our industry enjoys today. Included in this group were Professor Terman at Stanford, Professor Everett at Ohio State, Professor Armstrong at Columbia, and professor Chaffee at Harvard. These men, along with a number other equally prominent professors, wrote the textbooks which became the bibles of electronics engineering in the years that followed. Many of these same men also did important research in those early days: Professor Terman on theory in detectors and in feedback; Professor Everett on vacuum tube amplifiers; and Professor Armstrong on frequency modulation, for example.”


“By the end of the 1930s the combination of university and industrial research had brought us the klystron, knowledge about the propogation of radio waves in the ionosphere, and microwave technology. In total, this decade of research provided the technical base for the tremendous research and development accomplishments during the years of World War II.”


During the war Packard says “…electronic research laboratories were established at MIT and Harvard. Following the war Stanford, Cal Tech, John Hopkins and many other universities joined them as centers of electronic research here in America. These institutions, with their strong electronics engineering departments, have been a vital factor in the success of our industry. Their laboratories have kept us at the forefront of technology. Their graduates have become our scientists and engineers – unexcelled anywhere in the world. And, they have made a great contribution to the free enterprise business environment in America. Around them, in Palo Alto, in Pasadena, in Boston – in scores of places across the country – one finds a cluster of electronics business enterprises. In fact, it is fair to say that these electronics-oriented universities and colleges have been the birthplaces of a very large number of the firms in our industry.


“Much university research of particular interest to us is supported by large foundations or the government — largely Defense Department funds in the electronics area. However, short-sighted policies imposed by the Congress, changing priorities in the allocation of federal funds, and other factors, are placing severe pressures on the budgets of these schools. They need, and deserve, help in the areas I am talking about – particularly help from the electronics industry.


“We need to remember that these universities and colleges have been strong partners of ours over the 50 years of progress in electronics that we are celebrating here tonight. I believe that we as an industry should do more to assure that they will continue to be strong partners of ours in the future.


“Thank you again for this Medal of Honor. It has been a great privilege for me to be with you tonight.”


3/13/74, Earlier draft of speech mostly handwritten by Packard

3/13/74, Copy of the printed program for the dinner

3/13/74, Printed guest list for the dinner

3/13/74, Printed invitation to the dinner

4/30.73, Letter to Packard from Jim Adduci, President EIA, discussing details for the dinner and award presentation

5/8/73, Copy of letter from Packard to Jim Adduci, thanking him for his note

1/23/74, Letter to Packard from Jim Adduci with more details for the dinner

2/5/74, Copy of letter from Packard to Adduci saying he will be prepared to say a few words at the dinner, and asking Adduci to let him know if he has any special suggestions

2/25/74, Letter to Packard from Jim Adduci sending him a copy of the book entitled EIA: The First Fifty Years

3/6/74, Letter to Packard from Mayo J. Thompson, Federal Trade Commissioner saying he regrets he will not be able to come to the dinner

3/19/74, Copy of letter from Packard to George Konkol, Chairman of the Board of EIA, saying it was an honor to be a part of the dinner

3/15/74, Letter to Packard from Don Wilson, President, P. R. Mallory and Co., sending congratulations

3/20/74, Letter to Packard from Jim Adduci thanking him for participating and complimenting him on his remarks

3/27/74, letter to Packard from George Konkol, Senior VP, GTE Sylvania, thanking him for participating in their dinner

6/7/74, Letter to Packard from W. L. Everitt, Dean Emeritus, University of Illinois, congratulating him for the honor he received at the EIA dinner. `He reminisces about working with the other professors Packard mentioned and about meeting Packard in 1945. He also says he was sorry to see Packard turn down the job of Secretary of Defense ‘because I greatly admired your performance as Deputy Secretary.’

6/26/73, Clipping from Palo Alto Times saying the EIA had announced they will award the Medal of Honor to Packard




Box 3, Folder 46 –  General speeches


May 21, 1974 Presentation of Harvard Business School Club of Northern California Award to Edmund W. Littlefield, San Francisco, CA


5/21/74, Copy of the typewritten text of speech


Packard says he is pleased to have the honor of presenting this award to Ed Littlefield whom he has known for many years. “His performance as Chairman and Chief Executive Officer of Utah International has been impressive by any measure one might choose.” Packard describes the international growth of Utah International over the years and adds that “While he has been doing such an outstanding job with his business, he has taken time to participate and contribute to many civic and professional activities. He has been a trustee of Stanford and a regent of the University of San Francisco. He is Vice chairman of the Stanford research Institute and is a Director of several of this country’s most prestigious corporations, and has been active in many local and national organizations.”


“Ed Littlefield is clearly an uncommon man in the context Herbert Hoover used. Mr. Hoover pointed out that we hear a great deal about the common man, but then went on to say that when we are sick, we don’t want a common doctor – we want an uncommonly good doctor: when we be at war, we want an uncommonly good general, and particularly in these times if we are in trouble, we need an uncommonly good lawyer.


“Tonight we are here to honor an uncommon business leader.


“It is my honor to present to Ed, on behalf of the Harvard Business school Club of Northern California, the Club’s Annual Award –


“The Chair of the ‘Business Statesman of the Year.’”



Box 3, Folder 47 – General Speeches


July 27, 1974, The Lakeside Talk, The Bohemian Grove, CA


7/27/74, Copy of the typewritten text of Packard’s speech


Packard speaks to the members of “Bohemia” as they wind up their annual two week get together. He says “The world we return to tomorrow appears, in many ways, to be changed from the world we returned to a year ago. Who would have predicted last summer that the prime interest rate would go to 12%. Who would have believed it if they were told they would have to wait in line an hour or more for gasoline before the next winter had passed –that Egypt and Syria would attack Israel before the end of the year, and this would result in an Arab oil embargo against the U.S….And that there would be a rapprochement of the United States with Egypt and Syria.”


“We are at a very crucial crossroads in the course of history. Our nation, and we as citizens, have before us just as great an opportunity to influence the course of the world as we have had at any time during the past three decades.


Packard says the events in the Middle-East of the past year, and particularly the last week [referring to the Arab/Israeli war] show that “…the United States is still by far the most influential nation in the world today.


“There are still some people in this country,” he says, “ who believe the United Nations can be the dominant institution for world leadership. The UN has a useful function. It provides a forum for debate; it can perform many services, and it should be nurtured and supported as a mechanism to deal with the minor problems among the nations of the world; and to help with the major problems.


“The outcome of the major problems and the major conflicts among the nations can be determined only by the two super powers—the United States and the Soviet Union.


Packard talks about the people of this country “…who are troubled about this responsibility. They would prefer to shrink away from it….


“They believe we can withdraw our military forces from Europe and Asia. They believe we can raise barriers along our borders and retreat from our involvement around the world so as to better devote our energy and resources to our problems here at home.


“Perhaps we could do that. Perhaps we should do that. However it is my belief that we neither could nor should back away from the opportunity which we, as a nation, have to exert a positive influence on the world.”


If we don’t live up to this opportunity the Soviet Union will, he emphasizes. “I submit to you,” he says, “this will be a better world if the United States remains the most powerful, most influential nation—a better world for all nations and all people—than it will be if the Soviet Union becomes the most powerful and most influential nation.”


“World leadership comes from a large number of factors. Some can be measured in objective ways. Others are subjective and cannot be evaluated with any precision. Objective factors include m8litary strength and economic strength, both of which are essential pillars of U.S. leadership—present and future. It is our military strength and our economic strength which have thrust upon us the principle burden of keeping the peace, supporting the world monetary system, providing the largest market for the products of other nations, producing the food for the nations which are hungry, leading the world in scientific innovation—and a long list of other things on which other nations depend, to a greater or a lesser degree, for their security, their prosperity and their progress”


“Great hopes had been expressed in the Charter of the United Nations back in 1947, but the grim realities of Soviet communistic expansionary aims soon forced a polarization of the world. We entered the era of the cold war.


Packard lists the several alliances which the U.S. entered into: NATO in Europe, CENTO in the Middle East, and SEATO in Southeast Asia


“We had hoped these alliances of the countries of the free world would provide the mechanism for us to share the burden of world leadership with our allies—and they have done to some extent. We had some material and moral support in Korea, much less in Vietnam.


Packard says these alliances have been eroded over time and “We are now on a more pragmatic course, and this course is based on a better understanding of what we, as a nation, can and cannot do”


The first objective of this present course, “the Nixon Doctrine, ” he says is “the preservation of peace in the world—above all to maintain our military strength so a confrontation with the Soviet Union need not escalate to a nuclear war”


“An objective of our current foreign policy is to help provide a climate for economic progress, not only for our friends but also for the People’s Republic of China and the Soviet Union. That is what détente is all about.


“The Nixon Doctrine is designed to substitute  negotiation for armed conflict, to offer partnership—rather than charity—to all nations around the world. This policy to be successful must be built on a foundation of strength. Economic strength and military strength.


Packard provides a chronological review of recent events in the Middle East:


1969 – “Nasser was waging a war of attrition against Israel along the Suez Canal”


January 1970 – “Israel responded by sending its air force deep into Egypt, striking with impunity…only five miles from Cairo.”


August 1970 – U.S. helps “to the extent of achieving the cease-fire …on the Suez front.”


July 1972 – Sadat in Egypt “expelled some 20,000 Soviet military personnel, giving as the reason the Soviets would not give back him with the forces needed to attack Israel.”


October 6, 1973 – “Egypt and Syria launched a well-planned, well-coordinated attack against Israel…achieving almost complete tactical surprise.”


Packard tells how  a U.S. resupply effort, paralleled by a similar effort by the Soviets to resupply Egypt…enabled the tide to be turned in favor of Israel, and was an impressive demonstration of our military strength. We had the best weapons available when they were needed, and the ability to deliver them where they were needed.


“There are many in the Congress and other leaders across this land who believe we should reduce our world-wide military forces. They do not believe we need a Navy to control the seas. They do not believe we should spend the money necessary to assure that we have weapons superior to those of the Soviet Union and of any other possible antagonist.


“I ask you to think what might have happened if the only response we had last October was the resort to our nuclear weapons against the Soviet Union.”


“Secretary Kissinger’s brilliant diplomatic success in the weeks that followed would not have been possible, had the U.S. been unable to deliver to Israel more and better weapons in the critical period from October 10th to October 20th than the Soviet Union could deliver to Egypt and Syria.


“At no time did this confrontation between the two super powers involve any threat, nor the slightest probability of a resort to nuclear weapons. We had other options to meet the need.”


“If the United States adopted a course of unilateral nuclear disarmament at the same time the Soviet Union continued their present buildup of nuclear forces, we could reach the point where there would be a significant difference between the damage the United States would suffer and that which the Soviet Union would suffer in an all-out nuclear exchange.


“If actions by either the Soviet Union or the United States made a significant change in the present, rough, balance of nuclear forces, the situation would become less stable and the danger of a nuclear holocaust for the world would be increased.


“With the present level of forces there is no possible advantage that either we or the Soviet Union could achieve in resorting to nuclear weapons. We must, therefore, be prepared to handle every conflict in the future that escalates to warfare with conventional non-nuclear weapons.


“The United States will be able to do this for ourselves and for our friends and allies if we maintain our defense budget at about the present level. We cannot do so at lower levels of military spending.,


“We must continue a dialogue with the Soviet Union about nuclear forces and we should eventually achieve an understanding which will allow each of us to safely reduce the level of our forces.”


Packard takes a moment to mention the subject of economic strength. “Our economic strength is equally important to our military strength as a foundation for continuous U.S. world leadership. I chose not to spend much time on this area because I am quite sure there are more experts in this audience on economic affairs than on military affairs, and I thought I might be on safer ground talking about military problems.


“In closing, I want to express a note of concern. I hope you have concluded by now that I am very optimistic about the great opportunity which lies ahead for the United States to lead the world forward to a long era of peace and prosperity. As I look back to 1968 and compare the world in that year with the world in 1974, I believe we have made great progress along this road. I would have much less hope for peace and prosperity in this world of ours if our country fails to continue to live up to its responsibility of international leadership.


“It takes a great deal of faith on my part to believe the Congress in session now, and the new Congress which will be elected next fall, will have the wisdom to understand that we cannot turn this country back to a policy of isolationism. We must, whatever the decision on the impeachment, move forward and live up to our responsibility of leadership. There is no country in this world except the United States that can assure the survival and the success of liberty.”



Box 3, Folder 48 – General Speeches


November 7-9, 1974, A Time For Unity, Second Europe-America Conference, Hamburg, Germany


11/7-9/74, Text of Packard’s speech at the Conference


Packard speaks at the opening of the Second Europe-America Conference “which,” he says, “has been called to carry forward the discussions and continue the progress which came from the conference in Amsterdam in March of 1973.”

[See Packard speech March 26, 1973]


Packard mentions developments that have taken place since the first conference, developments that “have made the problems of the Atlantic Community more serious:“ inflation, recession, oil/energy crisis, food shortages.


And he mentions some areas where progress has been made: international monetary system, the North Atlantic Treaty, first conference on the Law of the Sea held, discussions on the energy problem.


Packard thinks the U. S. Congress will continue “pressures for troop reductions [in Europe], but…there is a good probability that arbitrary action will be avoided.


“Negotiations with the Soviet Union on strategic arms control are continuing with an apparent resolve on both sides to make progress. The issues in SALT are exceedingly complex – and slow progress, rather than a major breakthrough, is all that can be expected.”


Packard sees continued East-West negotiations, but they will be “slow and will require patience.”


He hopes the Mid-East War, which took place in October 1973, “will be discussed in some depth at this conference. The quantum jump in the price of oil – with its implications on the overall energy question, international balance of payments, and monetary affairs – is not the only issue of great import which came from that conflict and which must be marked for urgent attention.”


“I am convinced that the magnitude and international interdependence of the serious problems we must resolve in the near future are such that they can not be solved by the individual western nations acting independently with a nationalistic approach. If there ever was a time that demanded the strength of unity in the affairs of Western Europe, Canada, America and Japan, that time is today. We can not falter now.”


“We have today before us serious challenges which produce an atmosphere of great urgency. But we must, and I am sure we will, continue to address these challenges with a continuing allegiance to our common ideals and our common heritage.”


Packard sees a private, unofficial conference such as this one, “as an essential prelude to make the appropriate governmental action possible, through the development of a constructive public opinion….It is easier here than in an official meeting to bring into the open new and fresh points of view which are essential if we are to deal wisely with the complex issues of a changing world.


“Old dogmas seem to have a greater persistence inside a government, and we are now at a very critical time when at least some of the thinking which has guided international affairs for the past several decades needs to be re-examined and changed to meet the challenges of the future.”


“Détente with the Soviet Union and opening communications with the Peoples Republic of China will provide a better understanding of the common interests shared by the Western World and the Socialist World, as well as the real differences between them.”


“Both the magnitude of our common problems and the atmosphere of urgency underlie the importance of making progress toward the goals of the European Movement and the essential need to maintain and strengthen the unity of purpose of the Atlantic Community, and indeed to expand that unity of purpose to include Japan.


“To be realistic, it is not likely that a single large breakthrough can be made to solve all of the problems that block a complete political union within Europe in the near future – though, of course, that goal should not be abandoned.


Packard expresses the hope that the conference will focus on “current pressing problems, because unless they can be solved in ways which will enable us to move ahead together, competitive national interests will surely take over and set us back from the course we have been following for so long.


“Toward that end,” he says, “I would now like to make a few observations about several of the issues we should be discussing at this conference. I do not want to pre-empt the experts on these particular subjects since the issues are complex and not everyone will agree with my views; but I do want to get some of these matters on the table and in doing so, I will try to point out some specific aspects of these issues which should be discussed.”




Saying that inflation is on the minds of all the countries of the Atlantic Community as wee as in Japan, Packard stresses the it is an international problem and cannot be solved by any on country taking domestic action alone. He gives an example drawn from experience in the United States:


“When President Nixon took office in 1969 substantial reductions were made in the defense budget based largely on the withdrawal of forces from Vietnam, but also based on a lower worldwide military posture. These actions slowed down the economy and increased unemployment, particularly in the aerospace and other defense related industries. By did-1971, inflationary forces in the U. S. were leveling off at around 4% and many thought the rate of inflation might go lower. The balance of payments situation was, however, getting worse and this triggered the action in august of 1971 to devalue the dollar.


“The dollar devaluation action was taken to get the United States balance of payments situation under control. It was the commonly held view that the dollar devaluation would have little effect on the domestic economy. In fact, the dollar devaluation was a significant inflationary action.


At one stroke, it increased the price of nearly all goods and materials imported into the United States and lowered the price of U.S. goods exported to the major world markets, thus greatly increasing the demand for U.S. materials and products.


“In 1971 devaluation alone might not have caused a substantial increase in inflation, but it was followed in the fall of 1971 and the spring and summer of 1972 by an increase in federal spending, implemented by executive action, to bolster the economy for the election year of 1972.


“These two actions, devaluation and increased federal spending , heated the economy to the extent that inflation in the U.S. was seriously out of hand by the spring of 1973.


“Wage and price controls were imposed and here was a classic example of the inability of wage and price controls to be effective in the domestic market when the international market remained free. If a product was unprofitable because its price was controlled at home, it could be sold at a higher price abroad. Shortages developed because efforts were diverted to more attractive parts of the market.” He gives an example of  baling wire rising from $9 a roll to $35 a roll in about two years.


“We must find ways to deal with inflation on an international level. I hope we can make some recommendations in this area as a result of this conference.”




Packard recalls that at the first Europe-America Conference in Amsterdam [See Packard speech March 26, 1973], “It was agreed that a strong military posture must be maintained on both sides of the Atlantic, and that there was a continuing need for a substantial presence of U.S. troops on the European continent.


“There was,” he continues, “considerable discussion on the role of nuclear and conventional armaments. This was directed largely at the question of whether stronger conventional forces might provide better options for both deterring armed conflict and for controlling the conflict should deterrence fail.”


Packard feels there has been some progress in this area since that time, the most encouraging development being “the fact that the U.S. was able to use its military power to support Israel in a way to achieve a favorable outcome in the Mid-East without endangering world peace or bringing into jeopardy the détente with the soviet Union.”


He sees, however, two “very troublesome” things about the 1973 Mid-East war:


“1. Why did Israel and U.S. Intelligence fail to predict the war.”


“2. What would have happened if the U.S. re-supply effort for Israel had failed and Egypt and Syria had prevailed.


On the first point, Packard says that although the U.S. and Israel knew the military strength of Egypt and Syria, they did not know the intent of the Arabs or of the Soviets. “They did not believe there would be a soviet supported attack against Israel in this new era of detent [sic]. There is a lesson for NATO here that must not be overlooked.


“On the second point Israel survived because the United States was able to deliver more and better weapons from the U.S. mainland in that critical period after October 10 than the Soviets could deliver by sea and by air to Egypt and Syria – and the U.S. had very little help from its NATO friends. Would NATO have been able to save Israel without conventional weapons from the U.S. even if NATO had been able to agree that it was in their interest to do so? Are NATO forces available only to respond to a direct military attack on NATO member countries? Have the European NATO members strengthened their position with the Arab world by their posture last fall?


“These are very serious questions about the security of Western Europe which have been brought into public light. They are more political than military and the issues need to be considered very carefully for guidance in the future. I hope they will be discussed in more detail at this Conference.”


“Energy and Oil


Packard says the West already had an energy problem, but the Arab embargo made it a major crisis. “Growth in the use of energy was encouraged by governmental policies and actions…, but it was also our long standing commitment to unlimited exponential growth that prevailed at almost all levels in the societies of the U.S., Europe and Japan that accounted for the relentless increases year after year in energy use.


“The oil embargo of last winter and the arbitrary price increase by the OPEC group has presented the U.S., Europe and Japan with the most serious economic problem since the depression of the 1930s.


“For a number of perfectly obvious reasons the western world can not afford to be hostage to the Arab world in either the supply of oil or in the price.


“There are some things we can not do to break this stalemate. We can not afford to take over Arab oil by force. We can not force a reduction  in the price of oil. It is their oil and they will charge whatever they think they can get away with.


“On the other hand, there may be some possibility we can convince them it is in their interests to work with us on a reasonable basis. That is what we are now trying to do, and we must continue this course with patience and persistence.”


Packard says stockpiling and sharing arrangements are under discussion, although “There is disagreement as to whether this should be done with government-to-government agreements or through private arrangements, or both. This is a subject we might discuss here at this conference.


“In the long run, the only safe course is to reduce the dependence of our economies on Arab oil. To do so will require some drastic changes in thinking about how we use energy as well as new efforts to increase the supply.”


“The most important step that has to be taken with great vigor is conservation. The per capita use of oil in the U.S. is three times the per capita use in Europe.”


“I do not believe we can add much to a resolution of the oil crisis and the energy crisis at this Conference by a discussion of the details of the problem or all the options for alleviation. We might, however, profit from a discussion of  better international mechanisms to address the issues—formal structures or organizations—the role of further meetings and conferences, and in particular how this group might contribute in a constructive way.


“There are corresponding problems of food and other issues which this Conference can usefully discuss. Let me emphasize again—I believe we can be most helpful in advancing our cause by addressing some of these current large and urgent problems. To the extent they can be solved by common policies and actions, our bonds of unity will be strengthened—to the extent solutions are sought by individual nationalistic approaches, our carefully nurtured bonds of unity may be shattered beyond repair.


“This Conference can serve to strengthen the bonds of unity and that must be our goal.”


11/7/74, Page 2 [page 1 missing] of the Conference program

2/12/74, Letter to Packard from Eugene Rostow talking about scheduling of the Europe-America Conference June 7-9, 1974

2/20/74, Copy of a letter from Packard to Eugene Rostow saying he will try to hold the dates available

4/2/74, Letter to Packard from Eugene Rostow saying the Conference will be held June 27-29, 1974. He says it will be more private (about 50 people) and informal than the first conference in Amsterdam. He says they have made a point of inviting some of the “skeptics and ”doubters.”

5/17/74, Copy of a letter to Rostow from Packard sending a $2,000 check toward expenses of the Conference

5/28/74, Copy of a memo from Rostow to all participants in the Conference giving the place for the Conference as the Egern Hotel, near Munich

6/7/74, Copy of a telegram from Packard to Rostow saying he will not be able to attend the Conference

6/12/74, Copy of  a telegram to Packard from Rostow saying the Conference has been postponed to November 7-9

6/20/74, Copy of a memo from Rostow to members of the American and Canadian participants saying the Conference has been rescheduled to Nov.7-9, 1974

10/1/74, Copy of a memo from Rostow to members of the American Delegation to the Conference saying it will be held in Hamburg and asking they confirm attendance

10/7/74, Copy of a memo from Richard Wallace to members of the American Delegation to the Conference saying that David Packard has agreed to be “the U.S. repporteur” for the meeting, and giving more logistical details

10/14/74, Letter to Packard from Robert Ellsworth, Assistant Secretary of Defense, giving some talking points and background for Packard’s use.

10/17/74, Letter to Packard from Rostow enclosing copies of two articles he recently wrote which he thought may suggest leads. Referring to a general feeling of stress and pressure of events in the world, he ends with “If we don’t lead, lead well, and lead soon, the tide may indeed become overwhelming.

10/18/74, Letter to Packard from Robert Ellsworth enclosing an article on American-European relations he thought would be of help to Packard as he prepared his remarks for the Conference in Hamburg

10/23/74, Copy of a letter to Packard as well as other people from Percival F. Brundage of the Atlantic Council asking if he could make a contribution this year

10/30/74, Copy of a letter from Packard replying to Brundage that he is not in position to be helpful during the remainder of this year, but will send $5,000 next year

11/7/74, Letter to Packard from Percival Brundage thanking him for the pledge of $5,000

10/29/74, Copy of a letter from Packard to Rostow enclosing a draft of remarks he plans to give at Hamburg and asking for comments

10/29/74, Copy of a letter from Packard to Henry H. Fowler, enclosing a draft of the address he plans to give at Hamburg

11/1/74, Copy of a letter from Packard to Robert van Schendel sending a copy of the remarks he intends to give at Hamburg

11/12/74, Copy of a memo from Rostow to members of the American delegation to the Conference enclosing a copy (attached) of his closing statement at the Hamburg meeting

10/28/74, Letter to Packard from Dr. Albert Wohlstetter, saying he will not be able to attend the meeting in Hamburg, and discussing possible meetings with people in Washington

11/13/74, Copy of a letter from Packard to Professor Wohlstetter thanking him for articles sent and saying that he thought the Hamburg meeting was “somewhat of a disappointment”

11/13/74, Copy of a letter from Packard to Robert F. Ellsworth telling him he “did not miss very much. Packard says “I do not believe there is much likelihood that our NATO friends could take an active part in the Middle East situation, but I think they might at least be talked into giving us a little more indirect support by way of use of bases for staging, etc.”

11/18/74, Letter to Packard from Eugene Rostow thanking Packard for his “generous and effective help at the Hamburg meeting.” Rostow says “It was wonderful for you to fill in for Bob Ellsworth and you saved the day” by transforming the opinions of the Europeans on some aspects of the Middle East. He concludes that Packard accomplished this “by the power of  your mind and personality. He adds that when he reported on the consensus achieved at Hamburg  to Joe Sisco, he said, “It’s music to my ears.” Rostow concludes his letter with, “It is a pleasure and satisfaction for me to work with you, and I hope we shall do it again. You are a hell of a fellow to have in a foxhole.”

12/16/74, Letter to Packard from Richard J. Wallace of the Atlantic Council saying that Eugene Rostow had asked him to tell Packard that they were short $1500 for the American delegation trip to Hamburg. Wallace says Rostow told him that Packard had said he would help if need be.

12/18/74, Copy of a letter from Packard to Richard Wallace saying  he will send $750 in January 1975.

12/23/74, Letter to Packard from Theodore C. Achilles of the Atlantic Council, thanking him for offering the $750 and adding that he is writing because Richard Wallace just passed away.

1/2/75, Copy of a letter from Packard to Theodore Achilles sending the promised $750

1/6/75, Letter to Packard from Theodore Achilles thanking him for the $750

1/3/74, Exerpts from a transcript of a Press Conference of Dr. Henry Kissinger


Copies of background papers

1/10/74, Remarks by Secretary of Defense James R. Schlesinger to the Overseas Writer Club

2/74, America, Europe, and the Middle East by Eugene Rostow

3/22/74, America and Europe in the Perspective of the October War by Eugene V. Rostow

9/9/74, Where Are We Now, opening remarks by Eugene Rostow at the Twentieth Annual Assembly of the Atlantic Treaty Association

9/10/74, Remarks by Henry H. Fowler, Partner, Goldman, Sachs & Co. at the Fifth International Conference of the Conference Board

11/5/74, The Agenda for Atlantic Action by Eugene Rostow

1/75, The New Atlantic Challenge, book r4eview

Undated, The World Bank Since Bretton Woods by Edward Mason and Robert Asher

Undated, Draft outline of questions related to the Atlantic organizations

Undated, Typewritten notes apparently quoted from Professor Milton Friedman

Undated, Typewritten sheet titled Pearl Harbor, referring to comments by Eugene Rostow

Undated, Handwritten notes giving inflation rates in several countries


Newspaper clipping

Undated 1974, Article from  Chronicle [San Francisco?] quoting comments by France’s President Valery Giscard d’ Estaing warning of a general economic crisis



Box 3, Folder 49 – General Speeches


1974, Pep Talks to HP Managers


To provide some background the following comments are taken from a memo by Dave Kirby, PR Director, written to the Archive Department in 1988:


“HP had experienced a disappointing year in 1973, at least in the eyes of Packard and Bill Hewlett. Inventories, accounts receivables and other expense items exceeded appropriate levels and there was even talk among some managers of seeking outside financing – incurring some long-term debt – to get the company over its rough spots.


“It was against that background that Packard embarked on a series of ‘pep talks’ to HP managers. [The following remarks by Packard are from] unedited transcripts of those talks.


“The talks are interesting because they show an ‘unvarnished’ Packard – with his temper up, his irritability clearly in evidence, and his motivational juices flowing.


“The impact of these talks was immense and immediate. Within months, or even weeks, the company achieved a significant improvement in its operations and any thoughts of seeking outside financing were abandoned. Dave Packard had accomplished what he set out to do.” [See also speech March 17, 1975 for more on this general subject]



Early 1974, Copy of typewritten transcript of one of the “pep talks.”


Packard opens by saying that “…the thing I want to say to you today is something that you all know, but it’s so important that we’ve just got to get back and keep this in the forefront of our thinking and everything we’re doing. Our job is to generate an adequate return on our equity to finance the growth of this company as we move along. Now, you don’t do that as a direct management action, so I want to outline the specific management actions that are your responsibility and which, if done properly, will result in this end result we’re talking about.”


He says that the first responsibility managers have is to “control your profit as a percent of sales, and you have in this area, three specific ways by which this can be done. The first one is pricing….I was shocked to find some places in the company where we came out with a hell of a good product, and where people had failed to price it in order to make a profit on a current basis. They got into the same goddam trouble I used to have when I was on the Board at Varian that they were always going to make a profit manana, thinking they could get their costs down, and they never could, and they never did, and I found some of that in our company here.


“So I want to just say to you that when we talk about pricing, I expect this pricing to be done in a way in which it’s going to pay off the first year of that product and not when you think you’re going to get your learning curve down where you think it’ll go. I’ve seen this happen over and over again….[pricing] relates to the thing that I talked about earlier that getting a market share is not an objective and if you’ve got to price your products too low to generate a profit to get an adequate level of  business, you’re making the wrong product, and you’ve just [got] to get that through your heads when you’re talking about pricing, and I know that most of you know this.”


Packard says that “…we’ve been doing this job right for the last 10 years, the last 20 years. There’s absolutely no reason why we can’t continue to do it right, so what I’m talking about is not any unusual requirement, I’ve just been talking about what has been done and what most of you fellows have been [doing], we just got off the track this last year.”


Referring to the federal price-controls that have been in effect, Packard says he expects these to end by May of 1974 and he asks “everybody to go back and look at their pricing in terms of what I’m talking about today and be prepared on the first of May to take such actions as are necessary to get us back where we ought to be.”


The second management action which influences profit as a percent of sales Packard says is “project cost control,” and he goes on to say that the record shows that “the cost of goods sold has in fact over a long period of time been kept under good control.” So, without further belaboring the point he goes on to the third management action that affects profit – “…all of those things which you bring into the general term of productivity.”


Packard says productivity includes such things as “using better methods, better equipment….It includes motivating your people. All of you, you know all of these things, and you know, generally speaking, what to do about them, and these things are extremely important.


“The other action of management that is necessary to achieve this return on assets which is absolutely essential for the future of success and even survival of this company is in the management and the conservation of this company’s assets, and this, of course, is where we fell down very badly. Accounts receivable I’ve already talked about. That’s your job; that’s not somebody else’s job, and it’s your job to see that this gets done and we just didn’t do that last year. Everybody thought that was somebody else’s business, and I even found some cases where a salesman had gone out and, in order to get a sale, told a customer hat he doesn’t have to worry about when he pays his bill. Well, I’ll tell you, that’s not going to happen very often if I find out about it again, but those are the kinds of things we just can’t tolerate, and it comes back from this idea that we got into our heads that getting a share of the business is important. A share of the business is no concern of yours whatsoever.


“Proper profit on assets, the return on assets, to pay for the things that we all want to do together is your concern. We’ve talked about inventories, and I have no doubt that we’ve got a lot of people who are working pretty hard on inventories and doing what they thought was the right thing, but it’s you fellows who have the overall responsibility to provide guidance and direction and to be sure that these things get done and the performance on inventories in 1973 is a performance we cannot afford to duplicate. Another year or two like that, and we’ll be right where Peter Drucker says all your other growth companies are going to be, and that’s just exactly what’ll happen to us.”


Another area Packard talks about is the cost of plant and equipment. “We don’t have to have,” he says, “every goddam thing we’re doing gold plated, and we can find places where we can save money and we can get the job done just as well, and we’ve asked Ralph Lee to go back and ask each one of you to go over your capital budgets again to make sure that you’ve got only those things that are necessary and only when they’re necessary and to see if we can’t trim out a little fat there, and though we’ve had some bad experiences, we got some equipment in here that didn’t work right and all kinds of problems, but if we didn’t have problems, we wouldn’t need capable people to manage this company, so that’s why we’ve got smart guys like you responsible for this job because there’s problems, and these problems have got to be solved, and they’re your problems and our problems. So I guess that’s really where I came out – that our management team failed in just about every count that I would call a measure of good measurement in 1973.”


Packard says he has not yet touched on another area – “and this is one which again you know – we had an awful lot of surprises that came up at the last of the year. Looking over the statements, we’ve got an awful lot of accruals. I always felt that whenever I was working on this job that you’re supposed to keep track of everything that was going on as currently as possible and if you didn’t know about what was going on you better find out some way to learn, and here we found around the company there are all kinds of things that people just didn’t know about and you can’t manage something if you don’t know about it. Some of these things I’m talking about have to do with our systems and procedures. I understand that, and we’re going to go back and do some work on those things, and there are no doubt some suggestions that you people will have as to where the problems are on a specific basis, but we’ve just got to do a better job of knowing where we stand.”


Packard turns to the subject of profit growth and says he wants “to review for you how the market evaluates the price of a growth stock. If you want to loan some money, you can get about 10% on your money or that’s what we have to pay if we borrow it. Now, that’s an investment where you’re absolutely sure you’re going to get your original investment back, and also in which the earnings or dividends or however you want to measure them, will be returned to you in 10 years. In other words, this simply says that the price to earnings ratio is 10 to 1, and what that means is that you will get your money back in earnings in 10 years.


“Now that’s the precise formula that people apply when they’re thinking about stocks except obviously when you’re talking about a stock. you wouldn’t [would?] expect to get some money back a little faster because there’s some uncertainty in it, and when you’re talking about the price to earnings ratio, the traditional price to earnings ratio has been lower than the current money market. For some reason the last few years it’s gone the other way, but let’s just assume that it’s going to be the same and that’s, I think, a pretty good assumption for our purpose. It just turns out that if we can generate a growth in earnings per share of 32% per year for the next 10 years, beginning with the earnings that we had in 1973 of $1.89, the stock price of the Hewlett-Packard Company at this time should be $88, which is not too far from where it is, and this is just sort of to indicate that this is really how people figure out what the price should be. In other words, we’ve had a record of growth that’s pretty good. People took a first look at our annual report and assumed that we had an increase of 32% in our earnings this year, and that’s basically the reason that the market has been supporting a price of around $80.”


“In addition to the price being at $88 per share, assuming that this formula didn’t change very much from year to year, it would mean that the price of the stock would increase at the rate of about 30-35 a year. So, when people are buying stock, when advisors are advising people to buy stock in the $80 range, what they are saying is that we believe Hewlett-Packard company will continue to increase its earnings at the rate of about 30% per year and that this will continue over the long term. Now, let’s just take a look at what they would have said if they’d seen the performance of the company without the Data Products area. I told you that if we simply take the whole Data Products area out, that shows that we had a growth in earnings of 8%. On that basis, again with a price of $1.89, the market for Hewlett-Packard Company stock today should be $27, and we would expect it to grow at the rate of about $4 a year.


“Now if that’s the kind of performance you’re going to he satisfied with, you just do the job that you did in ’73 another year or two and you’ll be there, or you’ll be even worse.. Now, this is what we’re talking about. The market doesn’t give a damn about your share of the market; the only thing that counts is rate of growth of earnings if you’re going to be in a growth company. And a growth company is not growing in size; it’s growing in earnings potential, and this is the thing that is so important for all of us to understand and is so important to do something about because we’re just facing a disaster if we don’t.”


Packard says that “…we’ve got a hell of a good base of all kinds of things that are better than anybody else can do, a company that we can be proud of and performance that we can be proud of in every respect, and I don’t see any reason why we should not have as our prime objective that of maintaining the growth in our earnings at the rate of  30% per year. I think that’s a perfectly legitimate objective for us to undertake, and I am simply asking you to think about this and to go back in your area and to see what you can do to help us get there. I realize that this doesn’t mean that everybody can be at that place, but where you’ve got a product that is clearly ahead of the market, you’ve got to do these other things, and we’ve got to preserve our assets because if we do not do so, we’re going to have to go out and borrow some money or sell some stock, and this again will change the factor by which these people evaluate the appropriate price of the stock in the market. Both of them will tend to deteriorate.”


“I see no reason why we shouldn’t ask that of everybody. That is your objective on profits for 1974, and that is to make sure that our growth in earnings is at least equal to or greater than our growth in shipments. It shouldn’t be very hard to do that, and that’s the guide, because the summers you can’t achieve this 30% gain in market,  if it’s only 10%, make sure your earnings increase 10% or what ever it is. It’s the growth in earnings that count, and it’s not the share of the market or it’s not the growth in your sales account.”


Packard gives a second objective for 1974: “…to recognize that you have a responsibility for the management of the assets of this company, and we can establish as a target here that we should be able to get at least $25 million out of our accounts receivable under operating conditions as of the end of the year. Now, we’ve already done a good part of that as a matter of fact….There are lots of things that affect this, not the least of which is to get your billings out when you ship something, and I find out that there have been people here who have been shipping products and not billing them for 8 or 10 days later. This does two things. Its adds whatever delay period to our turnover time and ties that month’s money up that much longer, but it does another thing. It gives a message to our customers that we don’t really care whether you pay the bill or not, and that’s no way to handle this proposition. You fellows have the opportunity, the responsibility, to do whatever has to be done in your area to make sure that our billings get out properly with shipments and that we do all those other things that are necessary to handle accounts receivable….This is a job for you fellows who have the management responsibility of the various divisions and units and significant groups of activities in this company. It is nobody else’s responsibility; it’s yours.”


And on inventory, Packard says “I think we should have a target of getting at least $25 million out of the inventory in terms of the operations as they were the end of the year.”


Concluding his comments, Packard takes a few minutes to stress that what is being asked “is not anything unreasonable because we have been doing the kind of a job that should have been done until this last year. If you take the period from1964 to 1973, we had an annual rate of growth of our sales of 19.2%. Now that wasn’t the 30% we’re talking about and in those days the market was willing to give you more than 10 years to get the price of the stock back. They may do that again, and it may be unrealistic for us to get up to this 30% I’m taking about, but we had a net sales gain of 19.2% and our net income increased 20%. In other words, we did increase our net income more rapidly than our sales over this last 10-year period…. Where we fell down is in the area of Marketing, Administration, and general expenses which went up 21.4% over this period per year compounded as contrasted with a gain in sales of only a little over 19%.”


Packard suggests that “…maybe in talking about a 30% growth, this is more than we can expect. Let me go through some calculations on a 20% growth,. If the market gives you 10 years to get your price back at a 20% growth, the price of the stock today would be $49. If they give you 12 years to get  it back, the price would be $74, so that I think that if we can in fact over the long term maintain the kind of performance we have in the past that we can do the kind of a job our stockholders expect us to do, but it’s going to require a job that was not done in 1973.”


Packard brings up one more subject – cash. “Bank reconciliations are afforded a low priority,” he says, “and in some entities, such accounts have not been reconciled for several months.


“Does that sound like anything you fellows learned in  business school or learned in studying business management,” he asks Is that the way to run a business—not paying a goddam bit of attention to whether or not your bank accounts are reconciled? Now you may not have any here, but if you do, I hope you’re listening.”


“So, that’s the message, gentlemen, and I’m sure we can get hold of this problem. All I ask of you is let’s forget about this share of the market nonsense. I don’t know where we got onto that, but it’s the wrong thing to be talking about. Let’s get back on the fundamental principles of management that have worked well for this company in the past [and] that are going to work well for the company in the future. This is not anything that is unreasonable for Bill and me to ask of you gentlemen.


“I’ll be glad to answer some questions.”


10/25/88, Letter from PR Director David Kirby to the HP Archives, telling of Packard’s “pep talks.”