Case Study: How HP Developed It's Culture as a Movement, Not a Mandate
Most organizations have defined “core values” that embody their ethos and their perception of their image, both internally and externally. But it’s often the case that these values are elaborated in a jargon-filled statement that exists only to hang in the breakroom, rarely acknowledged, much less championed by employees. Brought on to help steer the founding of HP, Inc. at the 2015 separation of Hewlett-Packard Co. into two companies, Luciana Duarte and her team worked diligently to preserve for HP, Inc. the aspects of the tech legend’s culture that its employees most admired—especially the HP Way—even as the company reinvented itself. Luciana Duarte, VP & Global Head of Employee Communications, Engagement, and Culture; HP, Inc., and Richard Cordray, Culture Program Manager, HP, Inc. share how they:
- Crowd-sourced and co-created cultural intentions for HP Inc. at its launch
- Set the tone for culture by telling stories on the company’s internal news portal, The Daily Inc.
- Collaborated on large-scale HR program changes in line with the cultural direction employees wanted
- Defined and launched a framework to express the culture that HP employees create together every day
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