Word: perots
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...state of play could be quite different. Clinton could be 20, even 30, points ahead of George Bush; the President could be considering life after defeat; and Ross Perot could be doing whatever it is that makes a self- described "world class" businessman world class. The nation's economy is growing at the slowest rate since World War II; the recession from hell is claiming those who never heard of unemployment benefits; more people than ever before say the country is on the "wrong track"; and Bush, if he has a clue, is keeping it secret. Clinton should be planning...
Despite the discomfort Clinton shows when challenged on such matters, his new economic plan is, on balance, both wiser and more promising than his earlier efforts and a far sight better than the Administration's proposals (as well as Ross Perot's, of course, since Perot is 10 days beyond his own deadline for getting real on the issues). Clinton still won't seriously tackle the spiraling cost of entitlement programs, and his health-care reforms, which he identifies as the "key to everything," require further work. But as his proposals are elaborated, they could resonate with an electorate...
MacArthur never seems to grasp the full significance of what the Pentagon actually did during the war, which is equivalent to what Ross Perot is doing in peacetime. By using live TV to reach the public, generals and their overseers could bypass the reporting process, cut out the middlemen, and thus avoid tough questions and independent opinion. Once upon a time, the public counted on reporters to journey to war for them. Satellite TV lets the public believe it has taken that journey for itself...
...tell a great deal about tycoons from those pivotal moments before they became rich. Ross Perot's launching pad was IBM, where he spent his late 20s and early 30s (1957-62) selling computers from the firm's Dallas office. In mid-1962 Perot quit to start Electronic Data Systems, the source of his $3 billion fortune...
...TIME has tracked down more than 20 former IBM salesmen and managers, most now in their 60s and 70s, who worked closely with Perot in those early years. Some of their memories are fading, a number of key players are dead, and documents are virtually nonexistent. But the picture the retirees paint, while sometimes sketchy, shows Perot to have been more ruthless and petty in his early business dealings than is commonly known...