managers in the spring of 1976. The senior executive at the meeting was impressed, and seemed torn, but he finally said it was not something that HP could develop. It was a hobbyist product, at least for now, and didn't fit into the company's high-quality market segments.
In the spring of 1976, a group of managers presented an innovative idea that captured the attention of a senior executive at Hewlett-Packard. Although the executive recognized the potential of the product, he expressed reluctance to pursue it further. He viewed it as more of a hobbyist item, suggesting that it did not align with HP's focus on high-quality market segments.
This decision marked a pivotal moment in the tech industry, as it allowed for the emergence of alternatives outside established firms like HP. The executive's insights highlighted the challenges faced by innovative ideas that didn't fit into conventional market frameworks, impacting the trajectory of technology development during that era.
