Part 23 (1/2)

He then showed a slide bearing an ICP BP computer graphic with a circle around it and a slash through it, like the ”No Smoking”

signs found in public areas. A few chuckles emerged from the darkness.

”Consequently - by design, if you will - few of us at Wallaby are apt to perceive an opportunity that could take advantage of ICP's Goliath size. Locked into our rivalry with ICP, we're too busy reacting, competing with our portable computer technology as if we had a chance to displace its impersonal, worldwide installed-base of systems.”

He let them absorb this truth for a few moments, then removed the slide, allowing a pause before asking his next question.

”But what if the Joey Plus were equipped to make a huge leap into the big game?”

Chairs creaked, and elbows settled on the table as those seated around the table moved forward to more attentive positions. The next slide showed the Wallaby Joey Plus computer screen again.

But in this one, the ICP globe logo was...o...b..ting within it, with the baby kangaroo hopping from the U.S., across the Atlantic, to Europe.

Matthew heard whispers and low voices. In an instant he understood his position with profound clarity. Here he stood, in the place that for the last decade had been occupied by Peter Jones, with his hand on the lever that, once thrown, would forever alter the focus of Wallaby. He threw it.

”I believe that Wallaby has the potential to penetrate the worldwide installed-base of ICP computer users by becoming more compatible with ICP systems.”

Not surprisingly, Hank was the first to protest. Incredulous, he rose from his seat. ”Matthew, are you proposing we build an ICP clone computer?” His alarm was amplified by the others, and the room suddenly erupted into a rumble of questioning voices.

”Wait. Listen,” Matthew pleaded. ”Please.”

Hank dropped back in his chair, turning his attention to Matthew.

The others followed his lead and quieted.

”No. Hank. We would not, not ever, develop systems that operated ICP's system software. First of all, we would continue with our design to evolve the Joey hardware, adding a simple, inexpensive port that would provide an easy connection to ICP mainframes and workgroup networks. Second, we would implement system software communication hooks in our operating system, which would read and understand file formats and information from ICP systems. These hooks are what would enable the user to easily manage the ma.s.sive ICP mainframe databases from within Joey software applications, as well as share data between personal programs like word processing doc.u.ments, spreadsheets, and graphics, to name a few.”

Hank was slowly nodding. ”We're following you, go on.”

The room fell silent, and Matthew placed his next graphic on the overhead.

”We've got a window of opportunity, and if we can act quickly and bring compatibility products to market in the next quarter, Wallaby would enjoy the rewards of major penetration within a year.”

The attendees were leaning to one side or the other, whispering back and forth. What Matthew was able to discern sounded positive, and, sensing no opposition, he placed the next slide, a proposed schedule. Midway through the his timeline breakdown, Graham Stevens, vice president of personnel, spoke up.

”Pardon me for the interruption, Matthew.” Stevens removed his gla.s.ses and folded his hands on the table. His face bore the troubled look of a professor deliberating a complex formula.

”There's one thing that concerns me. Something that does not appear on the schedule.”

Matthew took a step away from the projector. ”Please, go on.”

”This company, as you pointed out when you started, was trained to think of ICP as the enemy. Do you really believe we can get the employees to support a strategy that slants us toward our biggest compet.i.tor?” His question was supported by contemplative murmuring throughout the room.

”That's a very important question,” Matthew said. He tucked his hands into his pockets. ”Perhaps the most important of all.”

In fact, it was. He had asked himself the same question a thousand times. And he knew he had to be very careful with his response. Both the reason and the solution had come to him when he had asked himself why, all along, ICP had never simply threatened Wallaby with a hostile takeover. The reason was simple - ICP could not acquire Wallaby and hope for the company to succeed without support from Wallaby's highest-level executives and employees. This was precisely where Matthew fit into the whole plan. He was the horticulturist who would graft the sapling Wallaby onto the deeply rooted, sky-high tree that was ICP. He would nurture the company into accepting that this was the right thing to do, this second phase of providing compatibility with ICP's systems. He would convince them that while maintaining its personality, Wallaby would also grow vigorously in size and sales. Later, in the final phase - the plan's ultimate goal - after Matthew's compatibility strategy had proven successful and thereby gained the employees' trust, the process for merging the two companies would begin.

He seated himself casually on the edge of the table. ”When Peter and Hank started Wallaby,” he said, dropping a nod to the cofounder, ”they had a vision of placing into people's hands their own computing power. Naturally this was perceived as compet.i.tion to ICP because it is also a computer company, which quickly brought to market its own all-in-one computer. But what I've come to understand is that we have a valuable product that can make greater headway by coexisting with ICP's computers rather than try to overtake it directly. And if we carefully educate our employees that it's our vision to keep building great portable computers for individuals, which can also connect to other systems, then yes, we can pull it off.” His voice was piping with conviction and enthusiasm. ”Joey, with its innovative mobile and expandable design, becomes the dynamic key that opens doors to other systems and other markets around the world.”

”It would be tough, Matthew,” Graham said, curling his index finger against his chin, ”but if we were to get you out there, talking to our people about this strategy, I think you're right.

We could pull it off.”