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They had the votes, let's say.
They had the votes, yes. If you've got 35% of the stock,
you control. If you can vote 35% of the stock, you're in effect a
private company. There isn't anybody who can come in and do anything
much about it.
Right. Okay. Let's continue with management. Let's start with
your description of how in fact--leave Donovan on the side for a
moment, because he's so distinct as editorial director--or maybe he
shouldn't be left on the side, it's up to you--but how this
Linen-Heiskell situation worked.
In the first year, I spent a lot of time abroad. You have
to remember that in the 1950s, all American companies became
international. It was like an explosion. They all went abroad, and
we would say to ourselves: “What's the matter with us that we can't
do it?” So I took on that responsibility. I won't go into detail
about it now, other than to say if there's one thing that's very
difficult to go international with, it's the written word, or the
We'll talk about that later.
Yes. But that was sort of one big effort, and that took
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