David Packard quotes

David Packard was an American businessman and engineer, best known as the co-founder of Hewlett-Packard (HP). His pioneering work played a crucial role in the development of Silicon Valley and the global technology industry. He also served as U.S. Deputy Secretary of Defense and was recognized for his commitment to public service and philanthropy. Here are 10 of his quotes:

Take risks. Ask big questions. Don't be afraid to make mistakes; if you don't make mistakes, you're not reaching far enough.

David Packard

The greatest success goes to the person who is not afraid to fail in front of even the largest audience.

David Packard

Why are we here? I think many people assume, wrongly, that a company exists solely to make money. Money is an important part of a company's existence, if the company is any good. But a result is not a cause. We have to go deeper and find the real reason for our being.

David Packard

The most important question we have to deal with, is a combination of population control and the control of our environment - how to utilize the world in as effective a way as we can for the future of mankind.

David Packard

I think that we must find some way to get more common sense, more rationality, in our decisions and less emotion.

David Packard

A company has a greater responsibility than making money for its stockholders. We have a responsibility to our employees to recognize their dignity as human beings.

David Packard

Set out to build a company and make a contribution, not an empire and a fortune.

David Packard

The best company management is one that combines a sense of corporate greatness and destiny, with empathy for - and fidelity to - the average employee.

David Packard

I want to discuss why a company exists in the first place. In other words, why are we here? I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company's existence, we have to go deeper and find the real reasons for our being.... Purpose (which should last at least 100 years) should not be confused with specific goals or business strategies (which should change many times in 100 years). Whereas you might achieve a goal or complete a strategy, you cannot fulfill a purpose; it's like a guiding star on the horizon-forever pursued but never reached. Yet although purpose itself does not change, it does inspire change. The very fact that purpose can never be fully realized means that an organization can never stop stimulating change and progress.

David Packard