Word: planner
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Robert Whittle Dowling, theatrical producer, city planner and the president of City Investing Co., New York City . . . D.F.A...
...since last June. The only real concern that businessmen seem to have is about what lies ahead in the uncharted territory into which the rising economy is leading the U.S. "The important question is not whether we are moving into a boom," says Mark Cresap, 53, a onetime corporate planner whose long-range judgments lifted him to the presidency of Westinghouse Electric, "but what kind of boom it will...
...team, they have no central office, seldom meet together, and plot their strategy mostly over the telephone. Muscat is the leader and operating chief who muscles onto reluctant boards and does the firing. Krock, who works out of his Worcester, Mass., office, is the chief strategist and financial planner. Huffines handles the lawyers, soothes the stockholders and sews up the corporate details that the more flamboyant Muscat and Krock would rather not bother with. Suits & Skeptics. The three Muscateers boast that they have turned Defiance Industries' 1961 loss of $384,500 into a 1962 profit...
Most corporate planners, according to a study by the Stanford Research Institute, are trained engineers of about 45, with ten years' seasoning in their companies and experience in product development or market research. Though most corporate planners concede that successful planning requires the active participation as well as the support of the chief executive, planners have an unusual degree of independence. Unlike the Organization Man-whose slogan one businessman recently described as "I came, I saw, I concurred"-the planner often has to talk back. "He has to have the moral courage to tell management things...
...Invited. More skeptical fellows around the shop accuse the corporate planner of living in an ivory tower, but- if true-this sometimes gives him a better view. Among executives who resist change, planners often encountered "the NIH attitude"-not invited here. Planners get their kicks vicariously, by persuading others to do things. "Because we make recommendations and not decisions, there's nothing for which we can take full credit," says Lockheed's Chief Planner James Lipp, an aeronautical engineer. Nonetheless, it was Lipp's cadre of engineers, scientists, economists and retired generals that advised Lockheed...