Reprinted with permission from Worldbusiness Magazine. Copyright 1995 KPMG, Peat Marwick LLP.
by John Whalen
When a dozen Motorola executives communed at a swank retreat in the American Southwest last summer, it wasn’t to hash over profit margins, long-term strategy, or the usual microelectronics minutiae. No, this klatch of senior managers had jetted in from points as far away as Europe and Japan to call one another numbers.
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