Sublime

NO OPERATING POLICY has contributed more to Hewlett-Packard’s success than the policy of “management by objective.” Although the term is relatively new to the lexicon of business, management by objective has been a fundamental part of HP’s operating philosophy since the very early days of the company. MBO, as it is frequently called, is the antithe

The British, unable to cope with Marion, branded him a criminal, and complained bitterly that he fought neither “like a gentleman” nor like “a Christian,” a charge orthodox soldiers are wont to apply in all lands and in all wars to such ubiquitous, intangible, and deadly antagonists as Francis Marion.

Fox Conner soon learned that he, as a high-ranking military officer during the 1930s, was almost as removed from the American mainstream as were his monastic neighbors. As noted in historian Russell Weigley’s History of the United States Army, a “gloomy, negative kind of pacifism, automatically hostile to any measure which might improve the Army” p

McLean had always preferred consolidation to competition; had the U.S. government not blocked him, he would have acquired Sea-Land’s sole East Coast competitor, Seatrain Lines, in 1959, and its main competitor to Puerto Rico, Bull Line, in 1962. Now, on Sea-Land’s behalf, he committed $1.2 billion of R. J. Reynolds’s money to an audacious deal with

Properly organized and led, ordinary men could defeat skilled warriors who fought as individuals or as small bands. The classic example of design in battle strategy, one that is still studied today, is Hannibal’s victory over the Roman army at Cannae in 216 B.C.