1967 – Watts


  • Junior Achievement at HP, 1.
  • PHOTO: Building 11 and Building 1 under construction.


  • Jr. Achievement Product Slated for Dymec Sale, 1.
  • HP (Canada) Expands, 1.
  • HP Holds Chemical Instrumentation Seminar, 2.


  • ’66-’67 Results Up for HP Funds-Matching Program, 1.
  • Hewlett-Packard Holds First Latin American Industrial Seminar, 1.
  • Hewlett-Packard Scholarship Program–1967, 3.


  • Wilbur Heads County United Fund Campaign, 1.


  • Employees Scholarship Program Sets Records, 1.


  • Blood Bank Results, 1.
  • Cancer Programs Prove Helpful, 1.
  • 32 High School Seniors Granted HP Scholarships, 1.
  • HP’s First Half Sales, Earnings Set New Marks, 1.


  • HP Labs Moves Into Expanded Quarters, 1.
  • “Miracle Medical Instrument Heals Dead Patient’s Heart” (Sanborn “780” system), reprinted from the Hsin Hsin Daily of Taipai, Taiwan, 3.


  • HP’s Fortune Rank Rises (This Year We’re 341st), 1.
  • Hewlett is Member of U.S. Technological Delegation, 1.


  • Packard Message, Dave Packard, 1.
  • Concerning United Fund
  • “WESCON ’67” Biggest Success Ever for S.F. Area, 1.


  • New Subsidiaries for HP, 1.
  • New Dallas Office, 1.
  • Stan Selby Appointed Ass’t. Operations V-P, 1.
  • New Subsidiary Serves New Zealand Customers, 1.
  • European Sales Arm Expands (ground-breaking in Geneva), 1.
  • HP Australia Opens Office in Adelaide, 1.
  • HPA Coaxial Switching Module Captures Design Award, 3.


  • Hewlett-Packard United Fund Drive Results, 1.


  • Would You Believe HP-TV?, 1.
  • HP Work Force Tops 12,000, 1.

1967 – MEASURE Magazine

January 1967 Introducing the 2116A

  • New HP 2116A computer developed for use with measuring instruments. 2 3
  • Interview with Bill Doolittle, vice president for international operations, discusses importance of Latin American market. 4 5
  • Yokogawa-HP headquarters and manufacturing facilities profiled. 6 7
  • Need for physical fitness in highly mechanized and automated society. 8-9, 12
  • HP Palo Alto hosts 30 U.S. government officials. 10
  • Colorado Springs gets Navy contract. 10
  • Profit sharing distributes over $2 million. 10
  • Year-end results are company record. 10
  • Measure photo on textbook. 10
  • New Neely Salt Lake office. 10
  • HP Italy helps flood victims. 10
  • Packard discusses 1966 year-end analysis. 11
  • Calisthenics demonstrated. 12

February 1967 HP’s 1967 Catalog

  • First annual HP catalog lists 593 pages of medical, chemical and electronic instrumentation. 2 4
  • Unintentionally funny letters to HP. 5
  • Inventory decisions directly impact number of job offers and level of profits. 6 7
  • HP instruments fight pollution; F&M gas chromatograph. 8 9
  • Montreal sales office opens. 10
  • Annual management meeting in Monterey focuses on challenges of 1967 and beyond. 10
  • Jack Beckett, HP’s government relations manager, in charge of Wescon. 10
  • Yokogawa-HP responds to typhoon. 10
  • Service awards presented. 10
  • Boeblingen plant to expand. 10
  • 1000th X-Y recorder sold. 10
  • Stock dividend of 10 cents/share distributed. 10
  • Packard discusses highlights of manager’s meeting. 11
  • HP oscilloscope helps measure inside of human eye. 12

March 1967 Employees Scholarship Program

  • HP employees’ scholarship drive launches this month; program started 15 years ago. 2 5
  • HP displays new corporate exhibit structure for trade shows. 6
  • Open-door policy for general managers, and managing by objective is described. 7 9
  • First-quarter sales up 27 percent, earnings up 13. 10
  • Profit-sharing retirement program boosted by over $3.7 million. 10
  • Far East sales manager named. 10
  • Clyde Coombs, engineering manager, authors textbook, Printed Circuits Handbook. 10
  • YHP picks one employee to work in Palo Alto for a year. 10
  • Nova Scotia sales office opens. 10
  • Third product “showboat,” floating lab, demonstrates medical and chemical instruments in S. America. 10
  • Portland sales office expands. 10
  • Packard discusses company and individual growth. 11
  • Delcon detector finds bad insulator and prevents serious power outage in Pacific Power & Light substation. 12

April 1967 What My Dad Does at HP

  • Kid’s describe parents’ HP jobs through letters and pictures. 2 5
  • HP pays $90,000 taxes every day, including hidden taxes in cost of everything the company buys, payroll deduction taxes, foreign taxes, and so on. 6 7
  • Delcon Division role and products highlighted. 8 9
  • Vacation policy adds one additional day of vacation for each year employed beyond five years. 10
  • Mountain View division formed. 10
  • Eastern sales region has new headquarters in Paramus, N.J. 10
  • New building in Avondale plant to finish in a few weeks. 10
  • Two new HP distributors named: Bogota, Colombia, and Manila, Philippines. 10
  • YHP hosts WEMA tour. 10
  • Packard discusses importance of Brazil and Latin America. 11
  • HP exhibits new instruments at IEEE trade show in New York. 12

May 1967 Vacation ‘67

  • Measure magazine researches “different” vacations within financial range of most people. 2 5
  • Process engineering seeks new and better processes. 6 8
  • Test Your HP IQ; 12,000 HP employees as of 1967. 9
  • HP Australia formed with offices in Melbourne and Sydney. 10
  • HP buys Varian group in Beverly, Mass. 10
  • Packard picked for advisory committee by President Lyndon Johnson to study and recommend adjustments in top federal salaries. 10
  • New Mexico sales office in Las Cruces. 10
  • Ceylon distributor picked. 10
  • Orlando, Fla., customer service expands. 10
  • 30,000 square feet addition to Stanford plant, Palo Alto. 10
  • New sales office in Dayton, Ohio. 10
  • Packard discusses scholarships and savings bond drive. 11
  • HP on cover of Peruvian electronic magazine, Electronica. 12

June 1967 SPECIAL ISSUE: Measurement’s New Dimension

  • Electronic revolution, with the computer at its center, will be able to control universe; beginning of man’s interest in measuring; history of measuring system. 4 7
  • Discovery of the electron and what it means to measuring; modern electronics as a branch of technology. 8 11
  • Electronics and the future -– what is logically possible based on what is known; HP develops instruments that are more complex internally but easier to use. 12 14
  • How measuring is used in the day of an average person. 15

July 1967 ICs: New Generation of Mighty Midgets

  • Integrated circuits (ICs) and their use in HP products and consumer goods; ICs make it possible to reduce size of products and lead to lower prices. 2 5
  • HP Olympics in Loveland and Colorado Springs; photos. 6 7
  • Employee stock purchase plan is explained and the process of stock market; HP plan began in 1959. 8 9
  • Colorado Springs division occupies new building. 10
  • HP Laboratories moves to new Stanford plant. 10
  • Two executives loaned to State of California. 10
  • Hewlett elected Stanford trustee. 10
  • Delcon Division wins Putnam Honors Award for ultrasonic translator detector. 10
  • “Showboat,” lab on Santa Leonor ship, demonstrates instruments; headed for Latin American ports. 10
  • Measure survey results; 94 percent of employees read it. 10
  • Packard discusses managers’ meeting and how it strengthens interdivisional communication. 11
  • HP electronic counter used at Colorado Springs HP Soap Box Derby; electronic timing equipment used at Pikes Peak Hill climb. 12

August 1967 Rapid Transit

  • Bay Area Rapid Transit (BART) system to be built; HP testing equipment used in project. 2 5
  • F&M scientific division Avondale, Pa., profiled. 6 7
  • HP 175A scope used to check data-processing machines at Harrahs casino in Tahoe and Reno. 8 9
  • Record sales month for orders at $24 million. 10
  • Wescon trade show scheduled. 10
  • Stock dividend of 10 cents/share distributed. 10
  • Accountants win award for outstanding chapter of National Assoc. of Accountants. 10
  • Customer service, in Mountain View, restructured to speed customer repairs. 10
  • Hewlett goes to Europe for President’s Science Advisory Committee to improve technological cooperation. 10
  • Fortune 500 ranks HP 341. 10
  • Packard discusses handling customer needs and its effect on field engineers. 11
  • Vintage HP instrument collection at Western Service Center. 12

September 1967 Wescon ‘67

  • Customers are comparison shopping at Wescon trade show. 2 4
  • Importance of making out a last will and testament. 5
  • F&T glass-blowing team; important skills, materials and processes important. 6 7, 12
  • HP central library holdings, processes and staff. 8 9
  • Third-quarter sales and earnings reach record; sales up 22 percent, earnings up 20. 10
  • HPSA breaks ground near Geneva. 10
  • Frederick Horman (sales) dies. 10
  • New Dallas sales office construction begins. 10
  • HPSA Geneva establishing subsidiaries for Denmark, Norway and Finland. 10
  • New Neely sales office opens. 10
  • HP educational assistance program expands. 10
  • HP headquarters near Orsay, France, starts construction. 10
  • New Zealand subsidiary named. 10
  • New distributor in Lisbon picked. 10
  • Packard discusses Wescon challenges; electronics field becoming much more competitive.

October 1967 Mission: Tomorrow

  • Planning for mankind’s future and the state of agricultural research; scientific research at UC-Davis highlighted. 2 5
  • Mountain View division braces for growth in computer industry with two principal product lines: digital and analog magnetic tape recorders. 6 7
  • Independent auditors check accuracy of company inventories. 8 9
  • Emery Rogers to head Avondale division. 10
  • Sanborn’s 50th anniversary; acquired by HP in 1961. 10
  • South America’s sales subsidiaries. 10
  • Oklahoma sales office opens. 10
  • New Stanford building bought. 10
  • Jean Chognard is new general counsel. 10
  • Stan Selby named assistant to vice president for western operation, Colorado Springs; Bill Terry succeeds Selby as division general manager. 10
  • 300-400 new retirement plan participants. 10
  • Two new division names to reflect locations: F&M is Avondale Division and Dymec becomes Palo Alto Division. 10
  • Packard discusses expanding in Europe and Japan. 11
  • HP wins two industrial research awards for network analyzer and coaxial microwave switching modules. 12

November 1967 HP Communications System

  • HP communication network is complex, sophisticated system; modes of communication discussed. 2 5
  • HP vocabulary test; industry jargon. 6
  • New facilities, photo roundup: Colorado Springs; Las Cruces, N.M.; Palo Alto; Point Claire, Quebec, Canada; Atlanta, Ga.; Mountain View; Avondale, Pa.; HP Associates, Palo Alto. 7 10
  • Noise pollution concerns and measuring with 8051A loudness analyzer. 11-16
  • International receives two largest orders in company history, from Mexico. 14
  • Paramus, N.J., new sales office for Eastern Region. 14
  • Sanborn Division renamed Waltham Division. 14
  • Two new sections in corporate marketing: corporate systems engineering and corporate systems marketing. 14
  • HP is Westinghouse Vendor of Month. 14
  • HP Australia has new office. 14
  • Packard discusses order-shipment gap. 15

December 1967 Contributions of HP People

  • Citizenship contribution, community involvement by HP employees. 2 6
  • Contributions from HPSA; by working as a team, people able to make contribution beyond their numbers. 7 10
  • People helping people and volunteerism among employees. 11 13
  • Packard and Hewlett objectives offer corporate challenges; acknowledging success of HP on individual contributions. 14-15

1967 – HP Journal Index

January 1967 v.18 n.5

Cover: Rapid, Direct Measurement of Complex Impedance in a Circuit

Methods of Measuring Impedance. A review of some important systems for measuring the impedance of devices and circuits, by Charles G. Gorss, pg 2-11

[Author:] Charles G. Gorss, pg 10

Some Basic Formulas Involving Q, pg 8

Comparison of Some Impedance Measuring Systems, pg 10

Direct-Reading, Fully-Automatic Vector Impedance Meters. Two new instruments designed to measure impedance magnitude and phase angle quickly and easily over a broad frequency range, by Gerald J. Alonzo, Hirsh V. Marantz, Richard H. Blackwell, pg 12-20. 4800A, 4815A.

Design Philosophy of Vector Impedance Meters, pg 15

[Authors:] Gerald J. Alonzo, Richard H. Blackwell, Hirsh V. Marantz, pg 20


February 1967 v.18 n. 6

An Advanced Nw Network Analyzer for Sweep-measuring Amplitude from 0.1 to 12.4 GHz, by Orthell T. Dennison, Richard W. Anderson, pg 2-10. 8410A, 8411A, 8413A, 8414A, 8740A, 8741A, 8742A.

The Engineer, Automated Network Analysis and the Computer – Signs of Things to Come, by Paul C. Ely, Jr., pg 11-12

[Author:] Paul C. Ely, Jr., pg 12

S-Parameter Techniques for Faster, More Accurate Network Design, by Richard W. Anderson, pg 13-22.

See Also: Correction: Two equations in the table on pages 23-24 in “S-Parameter Techniques for Faster, More Accurate Network Design” contain incorrect signs, page 8 in the March 1967 issue

Useful Scattering Parameter Relationships, pg 23-24


March 1967 v.18 n.7

Cover: Plug-in logic board from the new -hp- Model 2116A Instrumentation Computer

A Computer for Instrumentation Systems. Problems of interconnection, programming and environment arise in the design of systems containing both computers and instruments. They are solved in advance by this new integrated-circuit computer, by Kay B. Magleby, pg 2-10. 2116A.

[Author:] Kay B. Magleby, pg 10

Successful Instrument-Computer Marriages. Instrumentation computers are designed to be easy to incorporate into any system which contains electronic, chemical or medical instruments. Here are four remarkably varied examples of how these computers are being used, pg 11-12. 2116A.

A Wideband Analog Frequency Meter and FM Discriminator, by Peter R. Roth, pg 13-18. 5210A, 5210B, 1053A.

[Author:] Peter R. Roth, pg 18

Phase Noise and Phase Modulation Measurements with the Analog Frequency Meter, by Peter R. Roth, pg 18-20

Correction: Two equations in the table on pages 23-24 in “S-Parameter Techniques for Faster, More Accurate Network Design”, page 13 in the February 1967, issue contain incorrect signs, pg 8


April 1967 v.18 n.8

Cover: Measuring the Ocean’s Temperature

Frequency Divider Extends Automatic Digital Frequency Measurements to 12.4 GHz. This sophisticated instrument lets an electronic counter measure microwave frequencies while retained the accuracy and simplicity of the counter, by Robert L. Allen, pg 2-8. 5260A, 5240A.

[Author:] Robert L. Allen, pg 6

Frequency Divider + Integrated-circuit Counter = 12.4 GHz Digital Frequency Meter, pg 5

Precision Measurement of Ocean Temperatures. As ocean research becomes more sophisticated, greater precision in temperature measurement is needed, by Albert Benjaminson, pg 8-12. 2832A, 2833A, 2801A.

[Author:] Albert Benjaminson, pg 12

Improved Intermodulation Rejection in Mixers. Intermodulation distortion, always a problem in mixer design, can be largely prevented by a careful choice of bias and power levels, by Jack H. Lepoff, A. Michael Cowley, pg 13-16

[Authors:] A. Michael Cowley, Jack H. Lepoff, pg 15


May 1967 v.18 n.9

Cover: Locating Gas Leaks Ultrasonically

Pinpointing Industrial Defects with Ultrasonic Ears. Gas leaks, corona, and other defects in industrial equipment can be located quickly by zeroing in on their high-frequency sounds. Ultrasonic translators allow men to hear and follow these normally inaudible sounds, by Robert L. Allen, pg 2-10. 4950A, 4918A, 118, 4905A, 116, 117, 4917A.

[Author:] Robert L. Allen, pg 9

How to Recover Weak Signals Buried in Noise. A new phase-lock synchronous detector enables this ac microvoltmeter to lock on to signals obscured by noise, by Raymond C. Hanson, pg 11-15. 3410A.

Typical Applications of -hp- Model 3410A, pg 12-14.

[Author:] Raymond C. Hanson, pg 15

Using a Precision AC Amplifier for Measurement and Calibration. Good gain accuracy and low distortion in a general purpose amplifier make it possible to extend the range of many instruments, by Rex James, pg 16-20. 463A.

[Author:] Rex James, pg 18

How the -hp- Model 463A Amplifier is Calibrated, pg 19


June 1967 v.18 n.10

Cover: Electronic Monitoring of Hospital Patients

The Role of Electronic Medical Instrumentation in Patient Monitoring, by H. Ronald Riggert, pg 2-11

[Author:] H. Ronald Riggert, pg 11

Precision Thin-Film Coaxial Attenuators. Semi-automated thin-film techniques yield attenuators that are exceptionally precise and wideband (dc to 18 GHz), yet so economical that they can logically be used even in non-critical applications, by Stephen F. Adam, pg 12-19. 8491A, 8491B, 8492A, 354A.

[Author:] Stephen F. Adam, pg 18

International Units, Multiple and Submultiple Prefixes, pg 20


July 1967 v.18 n.11

Cover: Model 7848A Ink Recorder being subjected to a programmed life test designed to check its reliability

Pressurized Ink Recording on Z-Fold Strip Charts. A pressure-modulated inking system and contactless pen-tip position feedback are two of many innovations in this new eight-channel recorder, by Robert A. Sanderson, pg 2-12. 7848A.

[Author:] Robert A. Sanderson, pg 11

Signal Conditioning Preamplifiers for Ink Recorder, pg 10. 8800 Series.

Advantages of Direct-Coupled Differential Data Amplifiers, by Morton H. Levin, pg 13-16. 8875A, 2470A.

[Author:] Morton H. Levin, pg 15

Errors in Data Amplifier Systems. Possible error sources in a data amplifier system and how they affect the choice of an amplifier, by Richard Y. Moss II, pg 17-20

[Author:] Richard Y. Moss, pg 20


August 1967 v.18 n.12

Cover: New step-and-repeat camera using the laser interferometer method of controlling mechanical positioning to high orders of accuracy

Implementing Integrated Circuits in HP Instrumentation. Some of the problem areas that Hewlett-Packard considered before introducing integrated circuits into instrumentation, by Max J. Schuller, Ian T. Band, Ed A. Hilton, pg 2-4

[Authors:] Ian T. Band, Ed A. Hilton, Max J. Schuller, pg 4

High-Accuracy Laser-Interferometer Camera for IC Masks, by Don M. Cross, pg 5-8

[Author:] Don M. Cross, pg 8

Integrated-Circuit Counters. Here is a designer-eye view of the impact of integrated circuits on electronic counters. Two new IC counters are described, by John W. McMains, Thomas P. O’Brien, pg 9-13. 521A, 5221A, 5211A, 524A, 5216A.

[Authors:] John W. McMains, Thomas P. O’Brien, pg 11

Semiautomatic System for Production Testing of Electronics Circuits, by Emil E. Olander, Jr., Dee L. Larson, pg 14-20

[Authors:]  Emil E. Olander, Jr., Dee L. Larson, pg 16


September 1967 v.19 n.1

Cover: Model 180A Oscilloscope displays a portion of pseudo-random Gaussian noise pattern generated by Model 3722A Noise Generator. Top instrument is a display unit from new HP Model 5400A Multi-Channel Analyzer.

Pseudo-Random and Random Test Signals. Using digital techniques, this precision low-frequency noise generator can synthesize repeatable, controllable, pseudo-random noise patterns as well as truly random noise, by Gordon T. Roberts, Brian W. Finnie, George C. Anderson, pg 2-17. 3722A.

[Authors:] George C. Anderson, Brian W. Finnie, Gordon T. Roberts, pg 14

Testing with Pseudo-Random and Random Noise. Pseudo-random noise is faster, more accurate, and more versatile than random noise in most measurement situations, pg 18-20


October 1967 v.19 n.2

A System for Measuring the Thermal Resistance of Semiconductor Diodes. A fast, automatic system for accurately measuring junction-to-case thermal resistance of semiconductor diodes, by Norman R. Galassi, Bernard S. Siegal, pg 2-9

[Authors:] Norman R. Galassi, Bernard S. Siegal, pg 8

Digital Frequency Synthesizer Covering 0.1 MHz to 500 MHz in 0.1 Hz Steps, by Alexander Tykulsky, pg 10-13. 5105A., 5110B.

Phase Noise in Frequency Synthesizers, by Al Tykulsky, Bob Maldewin, pg 14-16

Transform Methods for Linear Systems, by Michael O’Flynn, pg 17-20

[Authors:] Al Tykulsky, Bob Maldewin, pg 16

Transform Methods for Linear System. This is a highly condensed collection of reference material on transform methods, by Michael O’Flynn, Professor of Electrical Engineering, San Jose State College, pg 17-20


November 1967 v.19 n.3

Loudness Evaluation. Effective noise abatement calls for instruments that can measure loudness. But loudness is subjective, and instruments aren’t like people, by Wolfgang E. Ohme, pg 2-11

[Author:] Wolfgang E. Ohme, pg 11

Automatic Loudness Analysis. Measuring the subjective sensation of loudness is easy if you have one of these calibrated electronic ears, by Heinz Blasser, Helmut Finckh, pg 12-20. 8051A, 15109A.

[Authors:] Heinz Blasser, Helmut Finckh, pg 19

Loudness Analyzer aids Noise Reduction, Production Testing, Speech Analysis, pg 15

1968 UTC Offset Announced, pg 20


December 1967 v.19 n.4

Cover: HP glass technician is preparing to make the neck seal of the gun to the envelope of the Model 1300A large-screen CRT

Large-Screen High-Frequency X-Y-Z Display. Expanded-mesh CRT’s have made possible a bright 8 by 10 inch display with bandwidths greater than 20 MHz, by Charles House, pg 2-9

Repeatability and Settling Time, pg 5

[Author:] Charles House, pg 6

Factors in Designing a Large-Screen, Wideband CRT, by Milton E. Russell, pg 10-11

[Author:] Milton E. Russell, pg 11

“Flying Clock” Comparisons Extended to East Europe, Africa and Australia. Using portable atomic clocks, HP teams recently brought precise time and frequency information to 18 countries, by LaThare N. Bodily, Ronald C. Hyatt, pg 12-20.

See Also: Correction to “’Flying Clock’ Comparisons Extended to East Europe, Africa and Australia”,  by Leonard S. Cutler, page 10 in the March 1970 issue

Flying Clocks, pg 17

1967 – Packard Speeches

Box 3, Folder 6 – General Speeches


March 31, 1967, Comments on Opportunities Industrialization Center West (OICW),

Palo Alto, CA


It is not clear who the audience was to whom Packard was speaking, however HP was a strong supporter of OICW and these remarks, although brief, give an emphatic response to some negative reports that had been made in the community.



3/31/67, Copy of typewritten text of Packard’s comments


“Since it was organized in 1965,” Packard says, “OICW has created and conducted well-managed, effective job training programs geared to the specific needs of Peninsula business and industry. It has received, and continues to merit, the enthusiastic support of all segments of our community.


“Through its emphasis on self-help, it has enabled hundreds of unemployed and under-employed people on the Peninsula to obtain worthwhile jobs and to bring hope, confidence and dignity to themselves and to their families.


“Our company, as well as many other firms in the area, has hired several OICW graduates, and we intend to hire more. We find these people capable, industrious, and able to make an important contribution to the community’s growth and progress.


“It is gratifying to note that throughout local industry there is a growing appreciation and endorsement of OICW. Many firms are pledging increasing financial support to the program, are contributing equipment and teaching skills, and are broadening job opportunities for its graduates.


“As with any positive, energetic movement, OICW has gathered a few critics along the way. Several of us in industry have recently investigated and evaluated its criticisms. We find that these are not based on fact but on fancy. They are a product of negativism and questionable motive. It is regrettable that not everyone in our community approaches important social problems in a positive, constructive manner. On the other hand, there is ample evidence that the overwhelming majority of people who are directly exposed to OICW heartily endorse its principles and programs.


“The beauty of OICW is that it works. It represents accomplishment, not promise; hope, not despair; affirmation, not protest; action, not apathy. It is a vital, moving force in the betterment of our community and as such, deserves our continuing interest and support.”



Box 3, Folder 7 – General Speeches


October 9, 1967, Dedication of Lou Henry Hoover Building, Hoover Institution, Stanford Alumni and Friends, Hoover Institution


10/9/67, Typewritten copy of Packard’s speech,


“I am pleased to be able to participate in the dedication of the Lou  Henry Hoover Building. This is an important occasion for the Hoover family, I know, to have their mother – as well as their father – honored here at Stanford and remembered by this beautiful building.


“The occasion is also an important and memorable one for many of Herbert and Lou Henry Hoover’s friends and admirers a number of whom have helped to make this building possible. From among these, I would like to say a word about two.


“Mr. Jremiah Milbank, because of his close friendship with and great admiration for Mr. And Mrs. Hoover over the past forty years, has been generous to Stanford and the Hoover Institution on many occasions. It is indeed appropriate, and I must add very gratifying personally to me, that the main reading room in the Hoover Tower is being renovated and will be hereafter known as the Jeremiah Milbank Room. Mr. Milbank attended many Advisory Board meetings of the Institution with Mr. Hoover in that room, and I know The Chief would have been very pleased that Jerry Milbank’s name will be permanently inscribed there.


“I am sorry to tell you that Mr. Milbank’s health is so uncertain that he cannot be with us today. We are honored, however, by the presence of his son, Jeremiah Milbank, Jr.


“About sixty years ago, a penniless and virtually illiterate Serbian youth named Todor P9lich arrived in Los Angeles. He learned English – and through hard work and no small measure of innate ability – he became a successful businessman. His two sons graduated from Stanford, and both played on the football team.


“ Mr. Polich came to admire Herbert Hoover and what he stood for and what he believed in, and I, in turn, have been a great admirer of Mr. Polich and of his accomplishments.


“Through his generosity, Mr. Todor Polich has helped make the Lou Henry Hoover Building possible, and I am certain that both Mr. And Mrs. Hoover would have been very proud to know that he main seminar room in the Lou Henry Hoover Building will carry his name.


“Our dedication today is not only an important event to commemorate the memory of Lou Henry and Herbert Hoover, and to acknowledge those who have given so unselfishly in their tribute to them. The event also has significance in the progress of Stanford University.


“The Hoover Institution here on the Stanford campus has become one of the strong and prominent segments of this University. The books, documents, and archives of the Institution constitute a significant proportion of the University’s library collection, and in fact have contributed tremendously to the nation wide prestige of the Stanford Library.


“The Institution also has become an important center of scholarly research, study, and publication on subjects which have great significance in these troubled times. Both Mr. and Mrs. Hoover placed great hope that this Institution would serve well in man’s continuing search for a better world. That is also the hope of a great university.


“In many ways Lou Henry and Herbert Hoover reflected the tradition of Stanford. They combined a love of scholarship with a dedication of service to their fellowman. I have often marveled at their accomplishment in the translation of Agricola’s De Re Metallica.


“Lou Henry Hoover’s involvement in help for young people was extensive throughout her lifetime, and Herbert Hoover set the finest example for young people who would seek to serve their fellowman in a career of public service. In Mr. Hoover’s case, it began with his relief work, continued with numerous assignments under five Presidents, and as president himself.


“Nevertheless, he always stoutly maintained that the private sector – the professions and the private business establishment – make the most important contributions to both the social and economic progress of the world.


“Every student should read his statements about his profession of engineering.


“It is a great profession,” he said, “There is the fascination of watching a figment of the imagination emerge through the aid of science to a plan on paper. Then it moves to realization in stone or metal or energy. Then it brings jobs and homes to men. Then it elevates the standards of living and adds to the comforts of life. That is the engineer’s high privilege.”


“If this is not enough to appeal to the socially oriented student of today, Mr. Hoover also pointed out that “from works of engineering, new laws and regulations have to be make and new sorts of wickedness curbed He, the engineer, is also the person who really corrects monopolies and redistributes national wealth.”


“Herbert Hoover also had something to say which might help enlighten those students who look with disdain on business as a career. He was a businessman as well as an engineer, and during the last fifty years of his life, which he spent in public service, he had many dealings with the business community. He recognized that the vast majority of businessmen are not motivated by selfish interests. As Food Administrator during World War I he relied largely on voluntary cooperation of the business community in solving the many problems of maintaining an adequate supply and distribution of essential foodstuffs to mount a successful war effort.


“In accepting President Wilson’s appointment, he responded by saying, “I hold strongly to the view that while large powers will be necessary for a minority of cases, the vast majority of the producing and distributing elements of the country are only too willing and anxious to serve.”


“In his administration of this program, there were great and serious difficulties. Most of these were solv4d, however, because the business community rose above their selfish interests under his leadership.


“His leadership toward a higher ethic in business affairs continued as he took charge of the Department of commerce and introduced many programs in which the business community cooperated to better serve the public welfare.


“It is an image widespread among students, and professors too, that service to humanity is not a common characteristic in the world of commerce and industry. Such an image was perhaps justified during the early decades of the 20th Century.


“Fortunately, during the last three or four decades, the social attitudes in the world of commerce and industry have undergone a momentus (sic) change for the better. Mr. Hoover’s influence, by way of example and by way of his constructive thought and action throughout his many years of public service, have had no small effect on contributing to this higher ethic in the administration of business and industry.


“I am particularly pleased, therefore, that today’s dedication of the Lou Henry Hoover Building recognizes the expanding role of the Hoover Institution in the affairs of this University.


“It is my hope that this new building will help the Hoover Institution serve well both faculty and students in their scholarly studies – in their search for new understanding, and new answers, to the perplexing questions of today and tomorrow.


“It is my hope also that this new building will serve as a continual reminder – to present and future generations of students and faculty – that Stanford has a great heritage. It is a heritage worthy of preservation, and one reflected in many ways in the lives of Lou Henry and Herbert Hoover.


“In particular, this heritage includes a tradition in which the University and its graduates have served their fellowman in the practical as well as the intellectual affairs of the world. It also includes a tradition of strong involvement in – and commitment to – the principles of free and private enterprise as well as public and social service.


“I know my hopes in these matters are shared by the vast majority of the Stanford family, as well as those who have made the building possible.


“On their behalf it is my privilege and honor to resent the Lou Henry Hoover Building formally to the President and Board of Trustees of Stanford University.”



10/9/67, Copy of speech handwritten by Packard.

Undated,  Handwritten note from Packard to his secretary Margaret Paull, asking her to arrange to have copies of his speech go out with the Alumni letter.

Copy of the printed invitation to the dedication ceremony.


Box 1, Folder 2 – Stanford


 January 6, 1957,  Function of the Trustee of the Privately Endowed University, Stanford Business School, Palo Alto


1/6/57 Handwritten speech given by Packard at Stanford’s Japanese Seminar.


He goes into considerable detail describing how the Board of Trustees operates at Stanford. He describes the history of private universities in the US saying, “Although private individuals started the institutions, in most cases they received support from the local government during the early phases of their history. Soon, however, the administrators, particularly those on the academic side, found it desirable to be entirely free from political influence and so very early divorced themselves from state control. They remain independent and privately administered to a large degree today.”

Speaking of the contribution of private universities to the country Packard says, “Although the public institutions outnumber the private universities and are proportionately much better supported, the private universities exert a tremendous influence in the United States and provide most of the leadership both in the academic and professional areas. for example, in a rating recently made by a large American newspaper, seven out of the top ten universities were privately supported. In the sixty largest business concerns in the United States two-thirds of the officers and directors are graduates of or attended one of these seven leading privately endowed universities. The responsibility of the privately supported university therefore is one of leadership, as even the proponents of publicly supported universities recognize”

Packard describes the organization of the Board of Trustees, its responsibilities as well as limitations placed on it by the founding grant. He covers the work of several committees one of which is the Committee on Investments. “One of the very important responsibilities of the board of trustees is the preservation of the endowment funds that were originally given to the university by the Stanfords and of the funds that have been given subsequently by other donors.”  Packard goes on to list the types of investments held and the percentage each represents of the whole $43 million fund.

Packard says that the Committee on Finance “is responsible for overall financial policy, as well as for day to day financial operation. For example, its most important job is to review the annual budget of the university in order to recommend it to the board of trustees for approval.” The Committee on Buildings and Grounds, Packard says, “assumes responsibility for maintenance of the physical facilities of the university and studies plans for expansion, new buildings,  rehabilitation of older buildings, and all of the things having to do with the physical plant with a view to making specific recommendations to the board of trustees.”

Packard says the board of trustees is less active in the area of academic affairs and that  “The control of academic affairs is centered in the president of the university (as distinct from the president of the board of trustees) and the faculty. In the selection of the president of the university, however, the board of trustees has an important influence on academic affairs because the president, in principle, provides the leadership and, to a large degree, determines the academic caliber of the university.”

Packard gives a detailed description of Stanford’s fiscal budget listing income and expenditures. Endowment income, he says, “is a rather small portion of the total amount of available money. …Generally this money is contracted for the purpose of some specific research in a particular area.


2/30/57 Letter from Oswald Nielsen, Professor of Accounting, sending Packard a   typewritten copy of the above speech asking that Packard make any corrections.

1/24/57 Letter from Gail Saxon (Packard’s secretary) sending the draft back to Professor   Nelson with minor changes.


Box 1, Folder 28 – HP Management


January 11, 1967 – Management Conference, Monterey


1/11/67, Typewritten comments prepared by Packard to be given at the conference.

Packard congratulates everyone on the good things done during 1966, but says he wants to talk about areas “where we have done, in my opinion, a disgracefully poor job.”

One example”, he says, “is our management of inventories and accounts receivable.” Dave goes on to say that the problem with receivables started when responsibility was assigned to the sales offices.


Dave shows some slides on both inventories and receivables concluding that “this is poor management.” “To put it bluntly – I submit to you that a division manager who is unable to keep his inventories in line better than some of you did in 1966 may be miscast in his job. And, the same applies to an area marketing manager and his receivables. I hope a word to the wise will be sufficient.”


“Now all of this has to do with the proper management of our resources – and it goes back to one of our basic objectives – and a very important one – to keep our corporate -wide profits at a rate which will generate resources sufficient for us to finance our growth. It follows logically that we must utilize these resources efficiently. Let’s look at our performance over the last few years in this respect, as shown in Figure 4.” He shows a slide which shows that growth in net worth has not kept up with growth in shipments. He concludes the answer is to increase profits. “It seems to me”, he says, “that any division which is in the ten to twenty million dollar area of sales, should be expected to generate a profit adequate to finance its own growth, and provide a little extra for seed. Here again, I hope a word to the wise is sufficient.”


Dave says he has some specific suggestions for consideration:

“First, making a profit adequate to support your own growth is primarily a matter of attitude – you can do it if you decide it is that important – and as far as I am concerned, from here on it is going to be that important.


“Second, it is highly dependent on pricing policy. The main opportunity we have to raise our profit performance is to develop new products good enough to justify an adequate profit. They must be priced accordingly, and as I have said before, you have to find new product projects which will generate a substantial volume when proceed to produce an above average profit. If you have development projects which are likely to give you products with large volume and below average profits, you better think about cutting them off – they won’t help you get your performance where it has to be. If you take business on an incremental basis, it had better be a small increment of hour total business, or you are in trouble before you start.


“The object of the game is to increase your profits at least as fast, but hopefully faster, than your growth in sales. You are likely to turn in better performance at a higher price level and a lower volume. If your growth in profits is not equal to your growth in volume, an increase in prices will have the effect of bringing them in line. Taking on incremental business will make this relationship move the wrong way.


“Third, the problem often starts at the design stage of a new product. If you design an instrument that has more components than its competitive product, or is more difficult to produce, even the most efficient manufacturing effort won’t bail you out.


“Fourth, if you don’t take a tough minded attitude about your people and their performance, you are sure to be in trouble. We have emphasized over the years, the importance of being fair to our people, and certainly we must be. But, this does not justify condoning poor performance by anyone in a management position. We cannot build a future for all the people in this company with mediocrity. We must demand excellence.


“Fifth, I do not believe we have done a good enough job in our planning. We have not developed an adequate, well considered strategy for what we want to do.


…….”The underlying strategy in our new product program must always be to make a contribution – to be ahead of, and better than, our competition.”

“Sixth, we are not yet doing a good job in every division in the transition from development to production. This, again, is as much a failure in planning as in implementation. Last year we had several new products put into production, and on the market, before they were ready to go. This is not good management. This is just floundering around. It wastes resources, as will as effort and every of people.”


Packard closes by asking that each division manager submit a written report to him on his strategy and plans for the future in specific detail to improve the performance of his group.

1/12/67, Typewritten pages by Dave Packard . He says that last night we looked at the BIG job we have to do. And now he invites all to take a look at our FIVE YEAR plans. Packard spends some time talking about opportunities in the medical and analytical areas and then moves on to the bigger picture:


“In addition to the medical and chemical markets, we  believe there will be a trend toward more automation and data handling in our traditional market. We have been working in systems at Dymec, and we have been developing many instruments which are programmable and produce data in digital form We have looked forward to a growing interest in fully automated instrumentation systems. the introduction of our Computer this year brings us closer to the capability of producing viable, fully automated instrumentation systems. We are not there yet, and I hope we can keep working on the interface problem between instruments produced by different division and with our Computer.


“I would summarize the outline of our over-all corporate strategy in regard to our markets and fields of interest as follows:

A. First to strengthen our position in our traditional field of electronic                    instrumentation.

1. Put more emphasis on instruments which make a real                                           contribution in this field.

2. Build a stronger position in automated instrumentation systems.

3. Keep up with latest technology, such as integrated circuits in our                                    new products.

B. Build a viable position in Medical instrumentation.

1. Put more emphasis on instruments which make a real                                           contribution in this field.

2. Build marketing capability to support the program.


3. Recognize  that the medical market is fragmented, and                                          concentrate our effort on the portion of this market where we have,                            or can expect to build a viable position.


D. Build a position in electronic instrumentation for Analytical Chemistry.

1. Place more emphasis and effort on areas where we can really                               make a contribution.


2. Build marketing capability to support program.


3. Be sure we keep close coordination and compatibility between                            marketing capability and new product program.

E. Work to bring and concentrate total corporate strength into these four                            field of activity.


Development programs, acquisitions, or other endeavors, which are not                  directed into these specific areas should by undertaken only with great                        caution.


The balance of the material in this folder is support papers for the conference



Box 1, Folder 29 – HP Management


June 12, 1967, Division Managers Meeting

1/12/67, Folder contains various supporting charts, spreadsheets, for the meeting


1967 – Hewlett Speeches


Box 2, Folder 1 – General Speeches


January 4, 1967 – Datamec Division Orientation, Palo Alto CA.


11/17/66, Memo to Hewlett from Ray Wilbur asking if he would be available to speak to the employees of Datamec, a recent acquisition

1/4/67, Copy of typewritten agenda for the meeting. No copy of Hewlett’s remarks is included in folder



Box 2, Folder 2 – General Speeches


January 11-14, 1967 – Management Conference, Monterey, CA


1/11/67, Copy of typed draft of Hewlett’s remarks




Hewlett says the purpose of this session is to review both one year and five year programs in light of past experience.


“The year past,” he says, “is behind us for good or bad. The time is spent; the money is gone. The past is only important to the extent that it builds a platform for the present and the future and to the extent that we can learn and gain experience from the past to apply to the future.


“The only way to be infallible is to do nothing….Thus we come to the syllogism that nothing can be gained without some risk of failure. But this does not say that mistakes should be repeated. Therefore, it is important that at times we stop and look back – evaluating our successes and failures so that we may learn for the future.


“Two years ago we instituted a program of budgeting, first on a trial learning basis of six months at a time. Last year was the first year of full annual budgeting. It would be unreasonable to assume that those people involved in the budgeting process should be one hundred percent correct. …I have asked Ed Van Bronkhorst…to review critically last year’s performance both on a general base and also in comparison to what we said we were going to do in our budgeting forecasts. I have Austin Marx to give us his appraisal of the economic environment in which we will most likely find ourselves in ’67. Then I would like to take a few moments to review our ’67 budget forecast and in so doing, to draw heavily on our previous historical background. Then I would like to spend a little time reviewing the five year picture with you….I hope to draw some general philosophical conclusions about the meaning and implications of a five year forecast. And finally, Dave will windup the session with some rather specific comments about the year past and the year to come.”


HP Plans for ’67


The notes here are only in outline form, listing the topics to be discussed:


Comparison of ‘67 to years ’65 and ’66

Sales ’61 through ’67

Growth slipping – need to get momentum back

Profits: 10 year average 7%, push for 9.3% on sales

Push for 24% R.O.I in ’67


’67 and beyond


Discusses past forecasts in comparison to results

Look at forecasts

Five year cash flow

Comments on space


1/11/67, Two pages of handwritten outline by Hewlett of  what appears to be an earlier draft of comments

3/9/66, Memorandum from Cort Van Rensselaer sending managers result of a survey among them on their thoughts about the Monterey Conference held in 1966. He suggests they learn from it in preparing for the 1967 Conference.

12/7/66, Proposed agenda for the conference

1/3/67, Memo from Bill Doolittle to Bill Hewlett, and other managers, giving a list of HP international managers who will be in town for the conference

1/4/67, Copy of a memo from Austin Marx to all attendees at the conference giving transportation and room assignments

1/10/67, Copy of a memo from Austin Marx to workshop chairmen with instructions on how this will work

1/11/67, Copy of typed list of all attendees

1/11-14/67 Copies of many papers, charts and notes gathered from various sessions and discussions



Box 2, Folder 3 – General Speeches


February 28, 1967 – Annual Shareholders Meeting, Palo Alto, CA

No text of comments by Hewlett is in folder

1/20/67, Copy of printed Notice of Annual Meeting of Shareholders

2/28/67, Copy of drawing showing instrument display setup for meeting



Box 2, Folder 4 – General Speeches


April 1-3, 1967 – National Industrial Conference Board Meeting, no location given


4/1/67 Four 4×5” slips of paper with handwritten notes by Hewlett with outline of his remarks


The theme of the meeting appears to have been the “Specter of the day the world runs out of food” – taken from a contemporary newspaper article.


Hewlett says most suitable land is already in use – must improve what we already have, develop new approaches. Livestock and fish alternatives.


Need to extend educational programs. These are serious problems – need to get going.



Box 2, Folder 5 – General Speeches


May 4, 1967 – Sloan Seminar, Stanford


5/4/67, Hewlett agreed to participate in a question and answer session with the Stanford Sloan Fellows. The questions were submitted ahead of time and Hewlett’s handwritten notes are very brief. The areas presented by the questioners covered such subjects as international operations, government relations, organization structure, diversification and acquisition, management development, finance, marketing.


1/30/67, Letter to Hewlett from Carlton A. Pederson inviting him to anticipate in another Q & A session with Sloan Fellows

12/66, Typed list of internal and external development programs



Box 2, Folder 6 – General Speeches


May 31, 1967 – Talk to Loveland Engineers


5/31/67, Five pages of notebook paper containing an outline of remarks, handwritten by Hewlett


Hewlett talks first about the “Technical Gap” between the U.S. and Europe. He doesn’t specifically state it but the implication is that the U.S. is ahead of Europe. Although he says some “reverse” gap exists, e.g. nuclear, power, chemicals. He says the causes are complex – education, government, management, tradition. The greatest problem, he says, is computers. This is not a problem of U.S. vs. Europe, but “of IBM vs. the world.”


Talking about HP vs. Tektronix he says “HP underrated the problem and did not gear up to really overtake Tek.”  Result was HP succeeded only in spurring Tek on to better performance.


“The move to Colorado Springs was a set back,” he says. Need to settle down and “run Tek down over the long haul, adding that HP has greater resources in people, technology, and general  health.


Hewlett gives his conclusions:


  1. “HP has always stressed balance between R&D – Production,  Marketing, and Finance.
  2. HP role in scopes and pulse generators must now rest with R&D.
  3. What I saw today gives me hope.”



Box 2, Folder 7 – General Speeches


July 24, 1967 – Marketing Seminar, Palo Alto, CA


7/24/67, This is another seminar for new marketing sales people. Hewlett was asked to give a welcoming talk on the first day. His very brief notes, handwritten on a sheet of notebook paper say he planned to talk about the importance of marketing, the “Tek” gap and Japan.


He notes “How the Company is run,” and the “good old days vs. the future.”


And he concludes with “Your job tomorrow.”


7/20/67, Memo to Hewlett from Aldo Palossi, reminding him of the forthcoming seminar, and giving a few ideas on subject material.

7/24/67, Copy of program for the seminar



Box 2, Folder 8 – General Speeches


August 8, 1967 – Summer Lab Engineers Luncheon, Palo Alto, CA


8/8/67, One typewritten sheet with topics for Hewlett’s remarks


Hewlett lists some questions and then provides some answers.


Why do we take these people on?

What do we gain from it?

What is the objective of the corporation itself?

Indeed, what should the objective of corporations be?


By way of answers Hewlett notes that “100 years ago, the only answer would have been to make the maximum amount of money for shareholders.” While saying that this may still be true for very small companies, he adds that “As companies grow, so do their responsibilities and what society expects of them”


This all may vary from country to country he says. “In Japan, life long employment; in pre-war Germany: [business was] an instrument of national policy; in France, feeling is that profits are slightly immoral. In the U.S. the more enlightened companies take very broad view of responsibility, i.e., not just to shareholders, but to employees, customers, local and state governments, and the general health and well being of the nation.”


“No system is perfect,” he says. “Many bad actors among corporations just as among people. Just as I feel people are intrinsically honest and well meaning so I feel about corporations for they are collections of people.”


8/8/67, Three pages of Hewlett’s handwritten with notes in preparation of typewritten talk

8/8/67, Copies of several lists of the summer students

8/3/67, Memo to Hewlett from Norm Williams discussing arrangements for the luncheon and suggesting some topics

1/1/66, Copy of the printed booklet “Hewlett-Packard  – A Statement of Corporate Objectives”



Box 2, Folder 9 – General Speeches


November 13-14, 1967 – Managers’ Meeting, Palo Alto, CA


11/13-14/67, Typewritten notes titled Summary-Management meeting – W. R. Hewlett and is unaccountably dated 1/12/68. It does appear these reflect Hewlett’s comments at the meeting.


Hewlett lists points of change for HP:

  1. End of WW II
  2. Plan for future growth by hiring people on spec.
  3. Breaking out into a divisional plan
  4. Establishing own sales organization


He says similar problems are now being faced:

  1. Moving into the classic structure of a large corporation; “breaking away from the friendly advice of father Dave.”
  2. Product line expanding – threatens to “burst wide open …unless it can adapt to challenges”
  3. Increased responsibility flowing to divisions [brings] problem of control. He points to the problem of budgeting as an example of  “a failure to understand…the function of such targeting.”
  4. How to use total assets of the corporation when such assets cross divisional lines
  5. The continued role of International in developing world markets


“This is a period of winnowing. We are a corporation in change – good opportunity for the imaginative and creative individual.


Also dated 1/12/68 – but in the folder for the 12/13/67 management meeting: Typewritten notes identified as W. R. Hewlett notes


These notes give Hewlett’s comments on each of the usual management meeting slide charts covering 1967 operations. The charts and related handouts are included in the folder.