IN NOVEMBER 1989, RONALD W. SKEDDLE, chief executive of Libbey‐Owens‐Ford Co., stood before a group of financial executives and delivered a sobering speech about business ethics…
Abstract
IN NOVEMBER 1989, RONALD W. SKEDDLE, chief executive of Libbey‐Owens‐Ford Co., stood before a group of financial executives and delivered a sobering speech about business ethics. Four years later, he was standing before his own board members trying to explain certain alleged irregularities in the running of the company. Apparently they didn't like what they heard, and he (along with two other Libbey‐Owens‐Ford executives) was asked to step down. According to court documents filed in Columbus, Ohio (the company, a division of Pilkington P.L.C., is based in Toledo), Skeddle et. al. had bilked over $7.7 million from Libbey‐Owens‐Ford through various schemes. Skeddle could not be reached for comment.
After slicing and dicing their way to the '90s, American corporations are finding that job‐cutting is really a double‐edged sword.
If there's a general theme to almost everything that finds its way into this magazine, it's the increasing responsibility of the strategic planner to assume the role of corporate…
Abstract
If there's a general theme to almost everything that finds its way into this magazine, it's the increasing responsibility of the strategic planner to assume the role of corporate gadfly. As long as there are executives who cling tenaciously to the conventional wisdom and yes‐people who reject the mantle of iconoclasm, there will be a place for the strategic thinker who relishes the opportunity to rock the boat, to point out flaws in the‐way‐things‐are‐done‐around‐here, to offer alternative courses of action.