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Make Individual Decisions Work
Tim Beckman, the chief operating officer of International Energy, slammed down the phone.* He was furious.
A few weeks before, he had finally decided to scrap his company’s T662 turbine, a product that just wasn’t selling. The decision hadn’t been easy. In fact, his first call was to overrule his subordinates and keep the T662 on the market. But after a while, he had to admit that the others were right. The product was a bust and should be killed.
And now? Now he had just learned that the factory in California had ...
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