Their idea was to bring together a diverse group of people within the company who were already involved in KM efforts in some form, or who were interested in getting started. Key objectives for the workshops included the facilitation of knowledge sharing through informal networking, and the establishment of common language and management frameworks for knowledge management. HP's organization and culture act as both a facilitator and a barrier to knowledge sharing. The company has a relaxed, open culture that facilitates knowledge exchange. All employees, including the CEO, work in open cubicles.
Many employees are technically-oriented engineers who enjoy learning and sharing their knowledge.
Moreover, the company is perceived as being somewhat benevolent to its employees, and fast growth has obviated the need for major layoffs. All employees participate in a profit sharing program. However, the company also is known for its decentralized organizational structure and mode of operations, which works against knowledge exchange. Business units that perform well have a very high degree of autonomy. There is little organized sharing of information, resources, or employees across units.