Issue 66

January 2003


  • Back to the Garage

    Silicon Valley optimists say that now is a great time to start a new business. Everything's cheap, there's surplus talent, and as the veterans will tell you, ?The tourists have all gone home.?

  • Translating Sony Into English

    Mark Hanson and his marketing group sit on Sony's border between Japan and the United States. The big question: What to do when that border becomes a gap.

  • In The Hot Seat

    Who: Ginni RomettyTitle: General ManagerCompany: IBM Business Consulting ServicesWhere: Somers, NYChallenge: Lead the just-created, largest consulting-services company in the world

Fast Talk

  • Fast Talk: Time for a Turnaround

    A troubled economy leads to troubled companies. How do you start turning things around? How do you know if you're making progress? When does it make sense to move faster — or slower? Six turnaround leaders explain their strategies.


  • Strategy

    It's FItting that Don Logan, the legendary Time Inc. magazine man, now oversees AOL. A few years ago, Logan was asked what he thought of Time's Internet portal, Pathfinder. He responded by saying that it looked less like a portal and more like a black hole. Having made short work of the AOL executives whom he briefly reported to, Logan now speaks warmly of the company's future.

  • Power

    During What we now consider the genteel 1990s, the meanest SOB I had ever met was Al Neuharth, founder of USA Today. His ego then was bigger than his newspaper, with which Gannett was blanketing the country at huge losses. At one meeting in offices not his, before people not in his employ, he rose from the table, walked behind the assembled managers, and flexed and unflexed his fist repeatedly in the style of a Third World dictator. We were sitting, he was standing, and we were looking him right in the eyes.

  • Culture

    Anne We've known each other for a decade through several jobs and several companies. Practicing martial arts has seemed like an important tool for you to maintain focus and balance at work. Are there specific lessons from that kind of training that you're using to whip America Online into shape?

From the Editor

  • It's a new year. Can we change the conversation?

    As 2002 slips into 2003, it's almost a requirement to do an assessment of the year gone by and a forecast of the year to come. By most accounts, 2002 was a "bad" year for business: bad financial results; bad stock-market performances; bad ethical, moral, and legal behavior by far too many CEOs and top executives. Add to all of that a bad job market, declining consumer confidence, and increasing business failures, and it's fair to say that all of the data point to 2002 having been a really bad year.

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