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P4 (PPPP)
Purpose, People, Planet, Probity (or Purity or Principles). The four cornerstone
s of sustainable success in any modern business venture, and a maxim for today's
management and organisational philosophy. (Probity means honesty, uprightness -
it's from the Latin word probus, meaning good). 'Purpose' is an apt replacement
for 'Profit' and thus makes the acronym appropriate for use in not-for-profit o
rganisations. Profit-focused corporations can of course substitute 'Profit' for
'Purpose'.
This model is not a process or technique - it's the character or personality of
a good ethical organisation, (or manager or leader).
The aim of all good modern organisations is to reconcile the organisational purp
ose (whether this be profit for shareholders, or cost-effective services deliver
y, in the case of public services) with the needs and feelings of people (staff,
customers, suppliers, local communities, stakeholders, etc) with proper conside
ration for the planet - the world we live in (in terms of sustainability, enviro
nment, wildlife, natural resources, our heritage, 'fair trade', other cultures a
nd societies, etc) and at all times acting with probity - encompassing love, int
egrity, compassion, honesty, and truth. Probity enables the other potentially co
nflicting aims to be harmonised so that the mix is sustainable, ethical and succ
essful.
Traditional inward-looking management and leadership skills (which historically
considered only the purpose - typically profit - and the methods for achieving i
t) are no longer sufficient for sustainable organisational success. Organisation
s have a far wider agenda today. Moreover, performance, behaviour and standards
are transparent globally - the whole world can see and judge how leaders and org
anisations behave - and the modern leader must now lead with this global account
ability.
Business ethics of HP
At HP we want to be a company that is known for its leadership in corporate ethi
cs and responsibility. A company where employees are proud to work, and customer
s, partners and suppliers want to do business with.
HP understands that earning the trust and respect of those we serve is a cultura
l hallmark, and depends on ensuring the highest standards of honesty and integri
ty. The values that Bill Hewlett and Dave Packard established nearly 70 years ag
o are as relevant today as they've ever been:
We are passionate about customers;
We have trust and respect for individuals;
We perform at a high level of achievement and contribution;
We act with speed and agility;
We deliver meaningful innovation;
We achieve our results through teamwork; and
We conduct our business with uncompromising integrity.
Our ethical standards and shared values form the cornerstone of our culture of u
ncompromising integrity. Our culture of integrity and accountability, and our pe
rformance culture go hand-in-hand. We win, both as individuals and as a company,
by doing the right thing.
We foster an environment that is open and transparent. We encourage employees to
report things that don't seem right without fear of retaliation, and continue t
o develop world-class tools to help employees ask questions and raise values-bas
ed, ethical or complia
nce concerns