The document outlines the culture and values of HP Enterprise Services. It describes the company's core values of trust and respect, achievement and contribution, results through teamwork, meaningful innovation, and uncompromising integrity. It also details the company's rallying cry of "We make it matter" and leadership attributes of being accountable, having a will to win, passion for customers, being highly capable and innovative, and developing people and teams. The document is meant to unite and inspire the people of HP Enterprise Services by describing the culture and behaviors that will help the company achieve its goals.
Being a part of GENEWIZ means contributing to making a difference in the pursuit of scientific discoveries, better medicines, a greener environment, and abundant healthy food supplies.
At GENEWIZ, we are passionate about genomics and we strive to do our part to make the world a better place. The services we offer support research scientists within academia, pharmaceutical companies, research institutions, and government organizations who are making advancements within the life sciences.
At Angi, we are on a ground-breaking mission to become the home for everything home. To achieve this ambitious goal, each of us must act as a leader. At Angi, a leader is someone who lives our values every day.
Learn how corporate culture drives success for companies like Zappos, who generated over $1 billion dollars in gross merchandise sales last year. Built on the foundation by Hewlett Packard, who were the original innovators of recognizing culture as a critical piece of profits.
Purpose-driven Business: Leading from Purpose & Core Valuesfmarinescu
A talk about one entrepreneurs rediscovery of his successful business as a social/purpose-driven business, how to lead a company from purpose & core values, and how business can be about making the world better. Lots of domain examples.
Being a part of GENEWIZ means contributing to making a difference in the pursuit of scientific discoveries, better medicines, a greener environment, and abundant healthy food supplies.
At GENEWIZ, we are passionate about genomics and we strive to do our part to make the world a better place. The services we offer support research scientists within academia, pharmaceutical companies, research institutions, and government organizations who are making advancements within the life sciences.
At Angi, we are on a ground-breaking mission to become the home for everything home. To achieve this ambitious goal, each of us must act as a leader. At Angi, a leader is someone who lives our values every day.
Learn how corporate culture drives success for companies like Zappos, who generated over $1 billion dollars in gross merchandise sales last year. Built on the foundation by Hewlett Packard, who were the original innovators of recognizing culture as a critical piece of profits.
Purpose-driven Business: Leading from Purpose & Core Valuesfmarinescu
A talk about one entrepreneurs rediscovery of his successful business as a social/purpose-driven business, how to lead a company from purpose & core values, and how business can be about making the world better. Lots of domain examples.
The Great eBook of Employee Questions Part 2: Return of the Question MasterShane Metcalf
The original Great eBook of Employee Questions was so popular that we created this outstanding sequel. In The Return of the Question Master, you’ll find over 60 new questions along with detailed information about why they are valuable and when they should be asked. Topics include: culture building, employee development, productivity, and collaboration.
The seed of question mastery is within us all, but it must be nurtured like any other skill. We hope that by asking these powerful questions you will receive insightful answers to help you and your team gain a better understanding of yourselves, your workplace culture, and the product or service you are bringing into the world.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
My Personal CORE Strategy: Brand, Customers, Goals Jose Caballer
FREE Webinar Thursday, May 22nd 5:30 PM
fb.me/6Enzgvd23
The Skool OS CORE is a strategic planning framework that helps you define your brand, define your customers and prioritize your goals. As an experiment I used it on myself. Can the CORE Strategic framework be used for a person?
This is Ironpaper's culture code--a set of guidelines for building a great culture at our agency. We continuously refine and improve this guide, just as we continuously refine and improve the agency.
The Spirit of Co-creation Whitepaper - Risk Managed Creativity For BusinessSense Worldwide
Our perspectives on the principles of how you bring your colleagues, your customers and yourself together, to make things better and make better things. It's all about asking the right questions of the right people in the right way.
After real conversations with more than 100 HR professionals from the US and Europe, two challenges rose to the top. Branding to attract the right talent and employee engagement.
This SlideShare tells the story of talent branding and engagement by using quotes from 12 leading talent experts at the BE HR 2015 Conference in Boston. You'll discover the importance of marketing and reinventing HR, branding to attract the right talent, engaging a diverse workforce, and tips to measure your employee engagement.
Our culture is the summary of who we are at meploy & what we value. It make us understand how we work together & treat each other.
This deck is our second edition and will be revised & updated during 2020.
Judging creative idea guide, this material will help the marketer especially those who work on advertising or brand to be able to formulate rational and structured thinking of judging creative idea
This is part of a continued series of the Coolest Companies to Work For in major metropolitan cities. This presentation highlights the Top 10 Coolest Companies to Work For in Atlanta, Georgia.
10 Coolest Companies Based in New York City O.C. Tanner
The Big Apple. The Capital of the World. The City that Never Sleeps. As one of the major cities in the world, New York City is home to big businesses, dozens of industries and an influx of people and cultures from around the world. With a unique workforce, companies, both big and small, take advantage with distinct company culture and employee recognition. These tactics in turn help employees feel empowered and valuable, which results in great work.
Here are the 10 coolest companies to work for in New York City, which we selected with our research partners at Great Rated!™, the workplace review site from Great Place to Work®.
Together: Startup Communities Can Change the WorldDonna Harris
In the last 5 years, the world has made great strides in recognizing, celebrating and encouraging entrepreneurship, but there are major questions left unanswered. Why, if we believe the data around the correlation between entrepreneurship and job creation, does so much that drives entrepreneurial success get left to chance? Why, when we all say we want our startup ecosystems to be “better”, do we still focus our definition of better on access to capital when, even in a developed economy like the United States, less than 0.02% of all companies ever take venture capital funding? Why, with the power of today’s technology, have we not made more progress in solving our world’s challenges -- how we educate our children, provide healthcare, access efficient sources of energy and deliver so many other government services? And why, in today’s hyper-global and hyper-connected economy, does geography still matter so much as to why some startups succeed and some startups fail? This presentation dissects these challenges and presents a new vision for a truly hyper-local and hyper-global worldwide startup ecosystem.
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers.
Q4-2013 Update on the German Telecoms-MarketDSP-Partners
English version
115 million Mobile Subscribers/SIMs on the German market per Q4/2013, up 2 million since Q4/2012. This accounts for 1,4 SIMs per person in Q4/2013.
In Broadband, Deutsche Telekom is the clear market-leader with 12,4 million DSL-lines. Kabel Deutschland takeover by Vodafone (approved 9/2013) created a clear #2 with 5 million broadband lines (3m DSL, 2m cable broadband lines).
-> Learn more about the German Telecoms-Market at: http://bit.ly/DSP-Telecoms
Deutsche Version
Im vierten Quartal 2013 befanden sich 115 Millionen SIM-Karten auf dem deutschen Markt, dies sind 2 Millionen mehr als im vierten Quartal 2012. Somit besitzt jeder Deutsche im Durchschnitt 1,4 SIM-Karten.
Im Festnetz entsteht durch die genehmigte Fusion von Kabel Deutschland und Vodafone eine neue Nummer 2 mit 5 Millionen Breitbandkunden, davon 3 Millionen DSL-Anschlüsse und 2 Millionen Kabelanschlüsse. Die Deutsche Telekom führt den Markt jedoch weiter deutlich an mit 12,4 Millionen DSL-Anschlüssen.
-> Mehr zum deutschen Telekommunikationsmarkt unter: http://bit.ly/DSP-Telecoms
The Great eBook of Employee Questions Part 2: Return of the Question MasterShane Metcalf
The original Great eBook of Employee Questions was so popular that we created this outstanding sequel. In The Return of the Question Master, you’ll find over 60 new questions along with detailed information about why they are valuable and when they should be asked. Topics include: culture building, employee development, productivity, and collaboration.
The seed of question mastery is within us all, but it must be nurtured like any other skill. We hope that by asking these powerful questions you will receive insightful answers to help you and your team gain a better understanding of yourselves, your workplace culture, and the product or service you are bringing into the world.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
My Personal CORE Strategy: Brand, Customers, Goals Jose Caballer
FREE Webinar Thursday, May 22nd 5:30 PM
fb.me/6Enzgvd23
The Skool OS CORE is a strategic planning framework that helps you define your brand, define your customers and prioritize your goals. As an experiment I used it on myself. Can the CORE Strategic framework be used for a person?
This is Ironpaper's culture code--a set of guidelines for building a great culture at our agency. We continuously refine and improve this guide, just as we continuously refine and improve the agency.
The Spirit of Co-creation Whitepaper - Risk Managed Creativity For BusinessSense Worldwide
Our perspectives on the principles of how you bring your colleagues, your customers and yourself together, to make things better and make better things. It's all about asking the right questions of the right people in the right way.
After real conversations with more than 100 HR professionals from the US and Europe, two challenges rose to the top. Branding to attract the right talent and employee engagement.
This SlideShare tells the story of talent branding and engagement by using quotes from 12 leading talent experts at the BE HR 2015 Conference in Boston. You'll discover the importance of marketing and reinventing HR, branding to attract the right talent, engaging a diverse workforce, and tips to measure your employee engagement.
Our culture is the summary of who we are at meploy & what we value. It make us understand how we work together & treat each other.
This deck is our second edition and will be revised & updated during 2020.
Judging creative idea guide, this material will help the marketer especially those who work on advertising or brand to be able to formulate rational and structured thinking of judging creative idea
This is part of a continued series of the Coolest Companies to Work For in major metropolitan cities. This presentation highlights the Top 10 Coolest Companies to Work For in Atlanta, Georgia.
10 Coolest Companies Based in New York City O.C. Tanner
The Big Apple. The Capital of the World. The City that Never Sleeps. As one of the major cities in the world, New York City is home to big businesses, dozens of industries and an influx of people and cultures from around the world. With a unique workforce, companies, both big and small, take advantage with distinct company culture and employee recognition. These tactics in turn help employees feel empowered and valuable, which results in great work.
Here are the 10 coolest companies to work for in New York City, which we selected with our research partners at Great Rated!™, the workplace review site from Great Place to Work®.
Together: Startup Communities Can Change the WorldDonna Harris
In the last 5 years, the world has made great strides in recognizing, celebrating and encouraging entrepreneurship, but there are major questions left unanswered. Why, if we believe the data around the correlation between entrepreneurship and job creation, does so much that drives entrepreneurial success get left to chance? Why, when we all say we want our startup ecosystems to be “better”, do we still focus our definition of better on access to capital when, even in a developed economy like the United States, less than 0.02% of all companies ever take venture capital funding? Why, with the power of today’s technology, have we not made more progress in solving our world’s challenges -- how we educate our children, provide healthcare, access efficient sources of energy and deliver so many other government services? And why, in today’s hyper-global and hyper-connected economy, does geography still matter so much as to why some startups succeed and some startups fail? This presentation dissects these challenges and presents a new vision for a truly hyper-local and hyper-global worldwide startup ecosystem.
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers.
Q4-2013 Update on the German Telecoms-MarketDSP-Partners
English version
115 million Mobile Subscribers/SIMs on the German market per Q4/2013, up 2 million since Q4/2012. This accounts for 1,4 SIMs per person in Q4/2013.
In Broadband, Deutsche Telekom is the clear market-leader with 12,4 million DSL-lines. Kabel Deutschland takeover by Vodafone (approved 9/2013) created a clear #2 with 5 million broadband lines (3m DSL, 2m cable broadband lines).
-> Learn more about the German Telecoms-Market at: http://bit.ly/DSP-Telecoms
Deutsche Version
Im vierten Quartal 2013 befanden sich 115 Millionen SIM-Karten auf dem deutschen Markt, dies sind 2 Millionen mehr als im vierten Quartal 2012. Somit besitzt jeder Deutsche im Durchschnitt 1,4 SIM-Karten.
Im Festnetz entsteht durch die genehmigte Fusion von Kabel Deutschland und Vodafone eine neue Nummer 2 mit 5 Millionen Breitbandkunden, davon 3 Millionen DSL-Anschlüsse und 2 Millionen Kabelanschlüsse. Die Deutsche Telekom führt den Markt jedoch weiter deutlich an mit 12,4 Millionen DSL-Anschlüssen.
-> Mehr zum deutschen Telekommunikationsmarkt unter: http://bit.ly/DSP-Telecoms
MT99Dell OCIO: How we're integrating IT for the largest merger in tech historyDell EMC World
Executing the largest integration in high-tech history is not something that either Dell or EMC expect will be easy. But we didn’t do it because it was going to be easy, we did it because of the huge value it adds to our customers and employees. From the outset, we set about to achieve our integration through flawless IT execution and develop a platform for future project success This presentation will share the frameworks we applied to the integration, our tenants, our decision making processes, and of course our learnings as we brought these two great companies together. See what we have achieved thus far and the value in the plan we are executing as we share these learnings with our most valued partners, you.
What Facebook acquisition of WhatsApp means for Simplify360Simplify360
There are several talks happening in the Media, and several speculations going on about what happens to the World of Social Media Platforms. We, at Simplify360, are excited about this acquisition, and are looking forward to have more open WhatsApp. More on the presentation.
Sun Pharma - Ranbaxy Merger PresentationDeepak Shenoy
SunPharma and Ranbaxy merge in 2014 to create India's largest and the world's fifth largest pharma company. The merger, which is all stock, will give Ranbaxy shareholders 0.8 Sun Pharma shares for each share they own.
Crafting a Powerful Employee Value PropositionCielo
Creating, refreshing or overhauling your Employee Value Proposition (EVP) is no simple undertaking. It must become a living asset that informs your people agenda, policies and processes. Here is the 10-step framework for planning and implementing your own authentic EVP.
&samhoud is a world-class, vision-driven, usual unusual consultancy firm that creates sustainable and measurable value for employees, customers, shareholders and society.
&samhoud creates value in a holistic and integrated way. We implement entrepreneurship in organisations as well as energy for lasting change and connection. Through consultancy, process facilitation and connecting people in organisations we help everyone to work based on a clear vision that provides direction. In addition, we ensure alignment of the vision, strategy, brand, leadership and team, culture and execution. This leads to value creation that is measurable and sustainable.
Culture evolves from a collective belief and core set of values, and there are 10 guiding principles we drive our business decisions with. Here they are:
Advantage Group International Culture ManifestoCristina321121
Great corporate cultures aren’t created by accident—they require intention and commitment. Our new Culture Manifesto is designed to unite our global business behind our common purpose, while honouring our shared values and goals. Learn more about what it is—and how it works—here.
Within People - A Guide to Bringing Values to LifeWithin People
How do you define your values to drive growth - and begin to live them in your culture? Full of case studies and practical tips, this guide was designed by Within People for leaders who use culture to drive their business forward, but are struggling to get values to work for them.
2. 2 3
Whoweare
andwhatwe
aspiretobe
This book is about both who we are today and what we aspire to be. We believe
a great services business starts with the HP values and core principles as our
foundation. And we want to take it even further.
What’s unique about Enterprise Services is that our product is our people. So we
asked ourselves, “What do we need to unite and inspire our people? What will it take
for us to win: for our business, for our customers, and for our people?”
From there, we talked with and collaborated with a lot of you to construct ideas
that were both emotionally meaningful and functional. We prototyped, tested, and
iterated on those ideas from a human point of view. What you will experience in the
following pages of this book is the path that leads from the idea stage into people’s
lives and what we, the people of Enterprise Services, aspire to be.
3. 4 5
Our HP
values
Trust and respect
We work together to create a
culture of inclusion built on trust,
respect, and dignity for all.
Achievement and
contribution
We strive for excellence in
all we do; each person's
contribution is a critical key
to our success.
Results through
teamwork
We effectively collaborate,
always looking for more
efficient ways to serve
our customers.
Meaningful
innovation
We are the technology
company that invents the
useful and the significant.
Uncompromising
integrity
We are open, honest, and
direct in our dealings.
Our HP values have remained the same through dramatic company growth and
extraordinary global change. These have been our foundation since the 1960s
when Bill and Dave introduced their values to HP.
4. 6 7
We are driven to achieve
meaningful results
• We are doers not talkers.
• We aim high and deliver as promised.
• We create products and solutions with impact.
You can take HP out of the garage, but you can't take
the garage out of HP. We are a collection of doers
with a shared belief that actions speak louder than
words. We have an enthusiasm for results. We ask
big questions. We take big risks and are driven by our
passion to make contributions and create solutions
that have impact.
OurHPcore
principles
We have a desire to make
a difference
• For our customers
• For our colleagues
• Through technology and innovation
• For our communities and the environment
Each of us comes to work knowing we can make a
contribution and be a positive force for good. And
to this end, every day we create positive change
through purposeful innovations both big and
small that benefit society every day.
We believe in the power
of people
• We hire great people and let them lead.
• We play as a team.
• We achieve competitive advantages through
our people.
HP’s success is determined to a large degree by the
quality of the contributions and the relationships
we build with our co-workers, customers, and
communities. We believe in and work every day
to leverage the power of people and different
perspectives to amplify our own ideas and achieve
great things together. We maintain many different
relationships with many different people but we
always approach them in the same spirit: with
honesty, respect, and integrity.
5. 8 9
Always accountable
Will to win
Passion for customers
Highly capable and innovative
People and team developer
HPleader
attributes
6. 10 11
Thisisour HP
rallying cry
We make it matter
Our promise—to make technology work for you—speaks
to what we create, which is technology in every form—
from hardware to software, services and integrated
solutions—and why we create it. It speaks to our unique
approach to business, especially as it applies to where
we are headed, by reinforcing the notion of relationships
and collaboration, taking on the world’s most critical
challenges. It also emphasizes the human touch we put
into all our technology, from aiding earthquake victims to
inspiring kids to stay in school—to make it both relevant
and personal to you. To make it all matter.
This is our inspirational statement that builds
excitement and commitment to our vision and
our future. It’s what the people of HP do to make
a difference in delivering meaningful results that
matter for our customers, our communities, and
each other. At HP, we make it matter.
7. 12 13
When you put it all together—our values and core
principles, the leadership attributes and behaviors,
and our rallying cry—you see a cultural ecosystem
grounded in the past but relevant for our present and
future, with a focus on what truly differentiates HP.
One of HP’s early innovations was the HP Way, a
management style shaped by Bill Hewlett and Dave
Packard. It was revolutionary at the time and the
principles still hold true today. As a model for the
way we act, the way we treat others, and the way
we conduct business, it has served us well throughout
the years while HP grew to become the world’s
largest technology company.
As we look at where HP is today from both a
challenges and opportunities perspective—along
with the multiple leadership changes over the past
several years and acquisitions of companies with
diverse cultures—we need the culture to be a unifying
foundation for HP’s future success—what we call the
HP Way Now.
HPWayNow
Trust and respect / Achievement and contribution / Results through
teamwork / Meaningful innovation / Uncompromising integrity
HP rallying cry
HP leader
attributes
HP core
principles
HP values
We make it matter
Always accountable / Will to win / Passion for customers
Highly capable and innovative / People and team developer
Desire to make a difference / Achieve meaningful results
Believe in the power of people
8. 14 15
People philosophy
We believe that lasting business success
comes from treating your employees
like you would treat your customers—
engaging them, inspiring them, serving
them, and celebrating them.
Our cause
…is to build an organization that brings out
the very best in people—to help each
person reach their full potential so they can
better serve our customers, our company,
their families, and communities.
Unite and inspire our peopleIn ES, our product is our people. We’ve
got a higher purpose around our people
and, it’s a pretty big one...
9. 16 17
Leadership applies to everyone
We understand that building an organization that brings out the very best in people
starts with being clear about the specific behaviors necessary to deliver on our
promises to each other and to our customers.
To be truly excellent, we believe that everyone needs to show leadership:
Everyone drives innovation and inspires their teammates; everyone takes
responsibility for results and embraces change; everyone is committed to bringing
their absolute best.
The ES Behaviors represent what leadership means for us in a services business;
they are our guideposts for how we do everything.
ESBehaviors
Unified BYOD essentials
Reach out
and connect
Work stronger
together
Think
win-win-win
Focus on
outcomes the
right way
Celebrate and
energize
Be humble and
care more
10. 18 19
Think
win-win-win
We believe that the only definition of success is when HP,
our customers, and our people, all win. We know that all
three are necessary to fuel and sustain business success.
We design new solutions by understanding what all three
care about and what will make them successful.
“A company that focuses solely
on profits ultimately betrays
both itself and society.”
Bill Hewlett and Dave Packard
11. 20 21
Focuson
outcomes
therightway
We see the outcomes we want and rigorously manage to
achieve them. We believe that success should be measured
not just by what is achieved, but how it is achieved.
We create a climate where things get done by empowering
one another within an aligned framework; and we know
that with empowerment comes accountability.
“The price of greatness
is responsibility.”
Winston Churchill
12. 22 23
Reachout
andconnect
We seek to build open and honest relationships and resolve
conflict in a personal and constructive way. We consistently
use our relationships to connect, serve, and add value.
When we understand people’s values, needs, and desires—
we build a foundation to greatness.
“Nothing beats personal, two-way
communication for fostering
cooperation and teamwork and for
building an attitude of trust and
understanding among employees.”
Dave Packard
13. 24 25
Work
stronger
together
“Talent wins games, but
teamwork and intelligence
wins championships.”
Michael Jordan
We believe in deep collaboration, which allows us to
innovate. We are “in it together” and we support one
another and make each other better. We stay connected to
the field and work together to stay close to our customers.
14. 26 27
Celebrate
andenergize
“If your actions inspire others
to dream more, learn more,
do more and become more,
you are a leader.”
John Quincy Adams
We understand that passion and celebration are necessary
to sustain energy. We take every opportunity to personally
recognize and appreciate excellence, and we energize
others with our creativity and passion.
15. 28 29
Behumble
andcare
more
“If people know you care, it brings
out the best in them.”
Richard Branson, Founder, the Virgin Group
While we show confidence in our work, we have the
humility to admit when we’re wrong and the courage to
change. We recognize that caring as a differentiator means
going beyond our technology and service offerings and
really caring more than we need to, more than expected,
and more completely than the competition.
16. 30 31
ES Behaviors
How will
you lead?
Unified BYOD essentials
Reach out
and connect
Work stronger
together
Think
win-win-win
Focus on
outcomes the
right way
Celebrate and
energize
Be humble and
care more
17. 32 33
Actionsindex
• Always asks, “What is
the right thing to do with
regards to HP, customers,
and our people?”
• Actively listens to learn what
people care about
• Takes steps to grow
business and
financial acumen
• Focuses on the right things.
Makes things happen.
Delivers results
• Achieves results modeling
ES behaviors
• Takes risks, is flexible, and
learns fast; makes mid-
course corrections
when necessary
• Accountable for agreed
upon results
• Always respectful
in interactions and
communications
• When conflict or problems
arise, doesn’t hide from it.
Constructively takes issues
head on
• Looks for and brings out
the very best in people
Think win-win-win Reach out
and connect
Focus on outcomes
the right way
Specific actions for ES Behaviors
To drive behavior, you have to measure the right things. Skills such as
collaboration can't be measured on a bar chart. We need to be clear and
talk about skills that will make us a great services business. This is not just
about measuring outcomes, this is about how we achieve those outcomes.
• Practices a high level of
collaboration across teams
and with customers
• Is a constant learner. Looks
for new ideas and tools
to continuously learn and
improve
• Inspires teammates.
Understands their strengths
and makes everyone around
them better. Helps drive
team to its full potential
• Continually finds ways to build
others up
• Cultivates optimism. Believes
that it is within his/her power
to create new ideas that will
have a positive impact
• Speaks about people as if
they were present. Doesn’t
spread negativity
• Shares creativity
and passion
• Demonstrates humility.
Doesn’t let personal pride
get in the way of doing
the right thing
• Makes things right
when he/she is wrong.
Apologizes quickly
• Shows respect and care
in every interaction
• Finds out what really
matters to people and
shows care about
those things
Be humble and
care more
Celebrate and
energize
Work stronger
together
18. 34 35
Whowe are
Reach out
and connect
Think
win-win-win
ES Behaviors
HP rallying cry
HP leader
attributes
HP core
principles
HP values
We make it matter
Trust and respect / Achievement and contribution / Results through
teamwork / Meaningful innovation / Uncompromising integrity
Always accountable / Will to win / Passion for customers
Highly capable and innovative / People and team developer
Desire to make a difference / Achieve meaningful results
Believe in the power of people
Unified BYOD essentials
Reach out
and connect
Work stronger
together
Think
win-win-win
Focus on
outcomes the
right way
Celebrate and
energize
Be humble and
care more
19. 36 37
ESFY13 priorities
Let’s do this…
1. Re-establish ES as a safe pair of hands.
2. Increase ES’ relevance to our
customers’ agenda.
3. Make our numbers.
4. Set ES up for long-term success.
5. Unite and inspire our people.
20. 38 39
This book is dedicated to…
the gifted and amazing people of HP Enterprise Services