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.