Word: reporters
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Dates: during 1950-1959
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WHEN TIME'S Calgary correspondent Ed Ogle headed down the Mackenzie River on assignment for this week's report (see THE HEMISPHERE) on the Canadian North, he was touring a familiar beat, where he is the most widely known reporter from "outside."' Within the last year Ogle has gone north of the Arctic Circle three times. This time he missed one of his planned stops, reported: "I had no luck getting into Tuktoyaktuk. I hired a seaplane, but storms blew ice into the bay so that no landing was possible. I finally landed ten miles...
From their day-to-day study of the Soviet citizezn and the "continuity and change in the life experience of individuals and groups," they report that the change in values grew out of the years of deprivation and forced industrialization under Stalin...
...vast majority of U.S. businessmen, says the report, feel that information gathering should cease "when it conflicts with legality or common morality," confined themselves to such above-board methods as sending a shopper to a competitor or analyzing published sources of information. But 27% reported that espionage had recently been discovered in their industry in forms that would do justice to any government's spy network. Concluded the Harvard men: "Business spying has resulted in the loss of many millions of dollars' worth of valuable corporate information...
Close behind in the gumshoe race runs the auto industry. Said the report: "There are probably more than 10,000 people who know what is going to happen to forward model cars. The opportunities to pick up valuable trade secrets are enormous." The Dearborn (Mich.) Inn has received an unusually large amount of income for its top-floor rooms; the inn just happens to overlook the Ford test track in Dearborn. One automan, who confessed to the Harvard men that he had gone "too far," telephoned the top office of a competitor, got information on a new model by realistically...
...Harvard students' report finds that both small and big businesses need "effective competitive intelligence systems" to hold their own in today's competitive business world-and that setting them up on a formal, ethical basis may do away with a lot of hanky-panky. It also sounds a warning through the words of one executive: "If you spend too much time finding out what your competitor is doing, you may be spending too little time developing newer products and processes of your own. You become less imaginative, less dynamic, less resourceful...