CHAPTER 32Winding Down
IN THE MID-1980S, in anticipation of retirement in 1991 at age sixty-five, I began to think about whom I would recommend to the Dow Jones board as my successor as company CEO. The years of management transition that followed, mostly years of prosperity at the company, also brought for me bouts of national presidential politics voyeurism, proximity to two aircraft emergencies, and eventually fun-poking retirement parties.
In executive sessions of the Dow Jones board, with other management directors excluded, I had periodically discussed management succession “in case I got hit by a truck.” Now, as we moved toward the late 1980s and my retirement date grew closer, those discussions became more than theoretical. Ray Shaw and ...
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.
Read now
Unlock full access