Part 9 (1/2)
For many hours, until his consciousness finally succ.u.mbed to mental depletion, he was disturbed by a queer premonition. That the dark, throbbing thing in his heart was determined to eat its way out, ever so slowly, boring straight through the only parts that Peter had ever loved, the only parts that had ever mattered.
Chapter 3
It was a bright, hazy morning, not yet seven o'clock, but already hot and humid, which wasn't so unusual for a June day in New York City. William Harrell braced himself for the cool comfort of the limousine's air-conditioned interior.
For twenty-five minutes he would relax in a comfortable silent plushness. He stretched his legs, lengthening his taut body until his feet touched the facing seatback. His calves responded wearily. Last evening's workout, the first in more than a week, had taken its toll. He had skipped several sessions since putting in longer hours over the past couple of days, working on the company's portable computer strategy. The break in his routine, regardless of whatever aches and pains it caused, brought him the kind of excitement on which he thrived. His regal face had the precisely aged features of a character actor cast in the role of judge, or the President of the United States. On occasion he wore gla.s.ses, when he remembered, for seeing things up close. At sixty-two, his looks suited his job perfectly.
The car briskly pulled away from the brownstone, his course and destination the same today as it had been each business day for the past fourteen years.
He eagerly unfolded the ”Wall Street Journal. In the News Brief column a.n.a.lysts speculated as they did every quarter about changes at Wallaby, Incorporated. According to the story, sources close to the company suggested that the company's founder, Peter Jones, and its president, Matthew Locke, were not getting along as famously as they once had. There was speculation that a major, long-overdue reorganization would be announced in today's board meeting. Matthew Locke's corporate organizational changes at International Foods were revisited. A Wallaby engineer who had asked to remain anonymous was quoted: ”Jones has created a rivalry between his division [Joey] and ours [Mate].” The informant went on, ”It's really strange. Jones invented the Mate, yet he says that anyone who is not a.s.sociated with the Joey is a bozo.” The article explained that separate product divisions were precisely what Matthew Locke had earlier in his career put an end to at International Foods, when he had merged the food and beverage divisions, as well as several other minor groups, into one umbrella organization. A brief background story on the Joey discussed its spa.r.s.e sales and the fact that few software programs were available for use with the computer, underscoring the a.n.a.lysts' predictions of a major overhaul. All of the experts agreed that the product was revolutionary and proclaimed that if Wallaby could speed Joey applications to market, it could then gain major market share and thereby disarm the older, less flashy technology of its largest compet.i.tor, International Computer Products. The consensus was that Wallaby had to get its act together if it was to have any hope of remaining at the forefront of portable computer technology innovation.
William Harrell smiled. That was exactly what he had hoped to read. He folded the newspaper and tossed it onto the seat beside him.
The car neared its destination, turning for the final stretch onto a block with the largest buildings in the city.
If everything went as the a.n.a.lysts predicted, William Harrell would soon begin implementing his new plan. The existing one, a conservative strategy that the company had followed for two years, would soon be replaced with one informed by none of the customary Fortune 500 company protocol. William Harrell's plan was based on a decision he had made two years ago, around the same time the press had touted Wallaby's newly appointed president, Matthew Locke, as ”ICP's Nemesis.”
The car slowed in front of a ma.s.sive building with a black marble facade. William adjusted his tie and tugged at the jacket of his charcoal pinstriped suit. As the driver opened his door the city air hit him like a furnace blast. Towering above him were seventy-six stories of world renowned corporate power, wholly occupied by the company whose name was carved in stone above the building's entrance: INTERNATIONAL COMPUTER PRODUCTS.
He entered the building, rode the elevator to its highest level, greeted his secretary, and entered his office, on whose door a golden plaque announced: Chairman & Chief Executive Officer.
Each member of the board and of the senior executive staff filed into the Wallaby boardroom. Most of them arrived at eight o'clock sharp, avoiding the usual idle conversation that, in the past, had always taken place outside the room.
Matthew's secretary, Eileen, stood in the doorway of his office.
”It's time,” she said, then returned to her desk.
Matthew stood. He clipped his pen to the yellow tablet on which he'd been writing.
Eileen busied herself at her desk, arranging papers and notes.
She paused and said, ”Matthew, good luck.”
He gave her a small nod and headed for the boardroom.
The exotic fruits, croissants, pastries, coffee, and bottles of mineral water on the table set up outside the boardroom had hardly been touched. Normally the table would be nearly empty by now, and the executive staff secretaries, disguising their cravings by pretending to go to the ladies' room, would pick over the remains once the boardroom door had closed and the meeting was underway. But today they could enjoy themselves in a leisurely fas.h.i.+on, for none of the board members seemed to have appet.i.tes.
The room fell from a fuzzy hum to heavy silence when Matthew entered. Immediately he saw that Peter had not yet arrived. He seated himself in one of two vacant leather chairs at either end of the long, black table. The room's amenities and furnis.h.i.+ngs were simple and high-tech. Bleached wood paneling on one wall stood in stark contrast with the deep charcoal rug. On the wall opposite the windows, a series of segmented panels unfolded to reveal a ma.s.sive rear-projection movie screen. At the other end, audiovisual equipment was stacked behind hinged, smoked-gla.s.s doors. Here, encapsulated multimedia performances, new product videos, employee interviews, research and development sneak previews, and live TV spots or teleconferences were viewed with the touch of a finger. Today, however, the equipment would remain silent and cool, the master of ceremonies unaided by electronic wizardry.
The room offered a panoramic view of the Santa Cruz Mountains, which rolled northwestward toward San Francisco. The five board members and a couple of Wallaby's senior executives faced this view, while the less senior executives sat with their backs to the windows. Peter Jones had personally selected every person for his or her position in this room, most of them more than eight years ago.
Sitting here, waiting, Matthew Locke's confidence began to falter. The expressions around the table were grim, as all were aware of the forthcoming conflict. Had Matthew inspected the trashcan beside the security desk in the building's lobby, he would have found several discarded copies of the ”Wall Street Journal,” each affixed with a small mailing label addressed to one of the persons seated around the table. Each would have read the article predicting changes in this very board meeting, and would know that the speculations were about to be substantiated.
Like the emotionally battered children of distraught and noncommunicative parents, those in the room would have to choose to which parent they would commit their trust, to the man who could best repair Wallaby and lead the company from its stalled state to a prosperous future. While he had already gained secret votes of confidence from every person present, he was nonetheless struck in the pit of his stomach by a gross realization. Here he sat among men and women expressly chosen by Peter for their roles, in this room whose design Peter had personally approved, in this building that was only one of many representing the company that Peter Jones had founded, in this little town to which he had brought international recognition. Did Matthew really believe, as he sat here waiting, that he could actually unseat Peter from this very room? From this very legend?
With an imperceptible shudder, Matthew flung this thought from his mind and replaced it with memories of the time and energy he had invested in preparation for this day.
Seated to his right and facing the windows was Hank Towers, a.s.sistant chairman, and Wallaby's primary investor. Over the past several months Matthew had spent a considerable amount of time with Hank, and he had agreed with most of Matthew's ideas about how Wallaby should be managed. He had pored over the reports and strategies that Matthew collected, giving particular attention to a recent Harvard Business School study that described a phenomenon with which every successful company must eventually contend. It stated that by the time a business is ten years old, its original founders have left. There were exceptions, of course. The founding pair of Hewlett-Packard, for example, had remained with the company for several decades and both still held directorial roles. And, a little closer to the issue at hand was ICP, which was founded in the 1930s by Jonathan Holmes, who had stayed on for half a century before turning the business over to his son, Byron. But in most cases the departure of a founder was a natural occurrence. Typically, he or she left to begin a new venture, however the second most prevalent manner of departure was less amicable; the founder was forced out of the company because he or she was hampering rather than helping the company.