Hewlett-Packard Company
H Kent Bowen, Kim B. Clark, Charles A. Holloway, Steven C. Wheelwright · 1994
Abstract The study of product development at Hewlett-Packard is extremely compelling, because in the last five years the huge corporation has made a radical shift in the way it pursues development projects. For decades the company was organized into highly structured and completely autonomous divisions. Project development was always contained within a division. The methods by which one division pursued projects, however, were often completely different from those used by another, although one relationship was always common to them: design engineers ran the show, and marketing, manufacturing, and other groups in each divisions were left to adapt to whatever the engineers settled on.