The new head had come up as a financial man and was at home with figures—the costing system, purchasing and inventory, the financing of new stores, traffic studies, and so on. People were by and large a shadowy abstraction to him. But when he suddenly found himself president, he asked himself: “What can I and no one else do which, if done really well, would make a real difference to this company?” The one, truly significant contribution, he concluded, would be the development of tomorrow’s managers. The company had prided itself for many years on its executive development policies. “But,” the
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