Case Study

HP Finds Its Growth Mindset and Reignites A Culture

Over the course of one year, HP Inc. partnered with the NeuroLeadership Institute to create massive culture change among thousands of leaders.

Impact 22% jump in employee engagement between 2016 and 2018

Scale 4700 managers worldwide

Speed 1 year

In 2015, the tech giant Hewlett-Packard Company separated into two entities: Hewlett Packard Enterprise and HP Inc. With more than 50,000 employees migrating to the new firm, HP Inc. leadership faced a crucial question: What kind of culture would these 50,000 people create? A company-wide survey produced some guiding priorities, such as keeping HP’s spirit of collaboration and dedication to innovation while ditching frustrating bureaucracies. But as HP Inc. Chief Human Resources Officer Tracy Keogh says, “As we came into a brand new environment, we had the opportunity to change people’s thinking to drive outstanding performance.” To make good on its business goals, HP Inc. knew it needed to embrace adaptability, teamwork, and execution.

This site uses cookies to provide you with a personalized browsing experience. By using this site you agree to our use of cookies as explained in our Privacy Policy. Please read our Privacy Policy for more information.