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doing, but in addition to that -- just being good enough wasn't good enough, if I can put it that
way -- he wanted someone who was in the public eye. He wanted someone who had a certain
kind of style and cachet that his friends knew about. There weren't many people in the
company that he treated that way anyway. Some of the people who fell in the show business
side had none of the qualities, but they were show business people without anything in the
way of a back up. Let's say they were individuals who had not had any special formal
education and for the most part were not acquainted with what was going on in the world.
Even so, there were individuals that he took a fancy to. Now, Baragwanath wasn't quite one
of those. In a sense, he had some of those characteristics. He would make insulting remarks
to Bill, and that was fine. Anybody else would have done it, if they worked for him, he would
have fired them. So forth.
You say he essentially gave you the company to run. Did this ever create problems
between the two of you in the early days? Just to take the fifties as an example, CBS was
growing. In the sixties you began to diversify your holdings. Did you and he ever come into
conflict about big financial decisions?
Could we begin to talk about that? What was the first one you recall?
I don't know that I can recall the first one. When we went into the receiver
manufacturing business, which grew out of something that I had done in connection with the
development of color, I don't think that Paley was interested in the development of color. I'm
going to say something that I have said privately to others. In the early days of television, I
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