Characteristics of HP Business School

HP Business School is one of the most distinctive business schools in China. It only carries out external training, not internal training. Profitable. It plays an important role in the company's market expansion. It is the only business school among all subsidiaries of HP in the world. Its founder, President of Hewlett-Packard in China, regards it as a masterpiece, and Mr. Sun himself has been teaching the course "Corporate Culture" at HP Business School.

The most striking feature of HP Business School is "100% HP features". According to An Xin, the project manager of HP Business School, there are now less than 40 "authorized lecturers" in HP Business School, all of whom are current senior managers in HP, ranging from President Sun Zhenyao to several vice presidents, and a large number of senior business managers. These managers have worked in HP for many years and accumulated rich business and management experience in their long-term work practice. In the process of teaching, they exchanged their years' accumulation with the students, so that the students obtained the rare first-hand information in traditional universities. For example, there is a course called "Management Process" in the "HP MBA" series, which teaches how to be an excellent manager. When it comes to how to deal with employees with problems and how to communicate with employees with poor performance, front-line teachers can extract many vivid cases, such as a situation he encountered two days ago or how the boss managed him when he was an employee. These students are particularly interested.

Compared with other training institutions and university business schools, HP Business School is characterized by only talking about "family affairs". For example, when business schools in colleges and universities talk about corporate culture, they will talk about the cultures of different enterprises from a macro perspective, but HP Business School only talks about "the way of HP" and speaks very thoroughly. This paper describes how HP China's corporate culture experienced in 16 and what role it played in HP's business development, and also shares some good methods and tools that can be used in other enterprises, focusing on deepening knowledge at the operational level.