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other things that are equally important in the life of a company,
such as your ability to bring in good people, the quality of your
products, the relationship of management to employees, the spirit of
the company. You know, you can have a dandy bottom line and a
terrible spirit, and sooner or later the terrible spirit will wreck
the bottom line. So I'm an anti-bottom liner.
What was the other thing?
Chief executive officer.
Oh, it just seemed like you were beating your chest,
calling yourself that.
[laughs] It was a bit too preten--a bit too much?
Yes. You know, they never used to have that term, and
that was invented after World War II, pretty much. And now you see
people calling themselves, chairman, chief executive officer,
president. I don't know why they don't also say, “And all the vice
presidents is me!”
Okay. What I would like you to do now--we've talked about
briefly--if you can, I'd like you to give an overview of the
corporation, of how it faired from 1960 to 1980, the directions it
took, when it was in its trouble periods, when it pulled out of them,
etc.--keeping in mind that the individual areas that you touch upon
we're going to come back and deal with separately.
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