Disclosure (3 page)

It's not right, what they're doing.

There didn't seem to be much doubt what that meant. Sanders wasn't going to get a promotion. He broke into a light sweat and felt suddenly dizzy as he walked along the corridor. He leaned against the wal for a moment. He wiped his forehead with his hand and blinked his eyes rapidly. He took a deep breath and shook his head to clear it.

No promotion. Christ. He took another deep breath, and walked on.

Instead of the promotion he expected, there was apparently going to be some kind of reorganization. And apparently it was related to the merger.

The technical divisions had just gone through a major reorganization nine months earlier, which had revised al the lines of authority, upsetting the hel out of everybody in Seattle. Staff people didn't know who to requisition for laser-printer paper, or to degauss a monitor. There had been months of uproar; only in the last few weeks had the tech groups settled down into some semblance of good working routines. Now . . . to reorganize again? It didn't make any sense at al .

Yet it was last year's reorganization that placed Sanders in line to assume leadership of the tech divisions now. That reorganization had structured the Advanced Products Group into four subdivisions Product Design, Programming, Data Telecommunications, and Manufacturing-al under the direction of a division general manager, not yet appointed. In recent months, Tom Sanders had informal y taken over as DGM, largely because as head of manufacturing, he was the person most concerned with coordinating the work of al the other divisions.

But now, with stil another reorganization . . . who knew what might happen?

Sanders might be broken back to simply managing DigiCom's production lines around the world. Or worse for weeks, there had been persistent rumors that company headquarters in Cupertino was going to take back al control of manufacturing from Seattle, turning it over to the individual product managers in California. Sanders hadn't paid any attention to those rumors, because they didn't make a lot of sense; the product managers had enough to do just pushing the products, without also worrying about their manufacture.

But now he was obliged to consider the possibility that the rumors were true.

Because if they were true, Sanders might be facing more than a demotion. He might be out of a job.

Christ: out of a job?

He found himself thinking of some of the things Dave Benedict had said to him on the ferry earlier that morning. Benedict chased rumors, and he had seemed to know a lot. Maybe even more than he had been saying.

Is it true you're the only division manager who isn't an engineer?

And then, pointedly:

Isn't that pretty unusual?

Christ, he thought. He began to sweat again. He forced himself to take another deep breath. He reached the end of the fourth-floor corridor and came to his office, expecting to find Stephanie Kaplan, the CFO, waiting there for him. Kaplan could tel him what was going on. But his office was empty. He turned to his assistant, Cindy Wolfe, who was busy at the filing cabinets. “Where's Stephanie?”

“She's not coming.”

“Why not?”

“They canceled your nine-thirty meeting because of al the personnel changes,”

Cindy said.

“What changes?” Sanders said. “What's going on?”

“There's been some kind of reorganization,” Cindy said. She avoided meeting his eyes, and looked down at the cal book on her desk. “They just scheduled a private lunch with al the division heads in the main conference room for twelve-thirty today, and Phil Blackburn is on his way down to talk to you. He should be here any minute. Let's see, what else? DHL is delivering drives from Kuala Lumpur this afternoon. Gary Bosak wants to meet with you at ten-thirty.” She ran her finger down the cal book. “Don Cherry cal ed twice about the Corridor, and you just got a rush cal from Eddie in Austin.”

“Cal him back.” Eddie Larson was the production supervisor in the Austin plant, which made cel ular telephones. Cindy placed the cal ; a moment later he heard the familiar voice with the Texas twang.

“Hey there, Tommy boy.”

“Hi, Eddie. What's up?”

“Little problem on the line. You got a minute?”

“Yes, sure.”

“Are congratulations on a new job in order?”

“I haven't heard anything yet,” Sanders said.

“Uh-huh. But it's going to happen?”

“I haven't heard anything, Eddie.”

“Is it true they're going to shut down the Austin plant?”

Sanders was so startled, he burst out laughing. “What?”

“Hey, that's what they're saying down here, Tommy boy. Conley-White is going to buy the company and then shut us down.”

“Hel ,” Sanders said. “Nobody's buying anything, and nobody's sel ing anything, Eddie. The Austin line is an industry standard. And it's very profitable.”

He paused. “You'd tel me if you knew, wouldn't you, Tommy boy?” “Yes, I would,” Sanders said. “But it's just a rumor, Eddie. So forget it. Now, what's the line problem?”

“Diddly stuff. The women on the production line are demanding that we clean out the pinups in the men's locker room. They say it's offensive to them. You ask me, I think it's bul ,” Larson said. “Because women never go into the men's locker room.”

“Then how do they know about the pinups?”

“The night cleanup crews have women on 'em. So now the women working the line want the pinups removed.”

Sanders sighed. “We don't need any complaints about being unresponsive on sex issues. Get the pinups out.”

“Even if the women have pinups in their locker room?”

“Just do it, Eddie.”

“You ask me, it's caving in to a lot of feminist bul shit.” There was a knock on the door. Sanders looked up and saw Phil Blackburn, the company lawyer, standing there. “Eddie, I have to go.” “Okay,” Eddie said, “but I'm tel ing you-” “Eddie, I'm sorry. I have to go. Cal me if anything changes.” Sanders hung up the phone, and Blackburn came into the room. Sanders's first impression was that the lawyer was smiling too broadly, behaving too cheerful y. It was a bad sign.

Philip Blackburn, the chief legal counsel for DigiCom, was a slender man of forty six wearing a dark green Hugo Boss suit. Like Sanders, Blackburn had been with DigiCom for over a decade, which meant that he was one of the “old guys,” one of those who had “gotten in at the beginning.” When Sanders first met him, Blackburn was a brash, bearded young civil rights lawyer from Berkeley. But Blackburn had long since abandoned protest for profits, which he pursued with singleminded intensity-while careful y emphasizing the new corporate issues of diversity and equal opportunity. Blackburn's embrace of the latest fashions in clothing and correctness made “PC Phil” a figure of fun in some quarters of the company. As one executive put it, “Phil's finger is chapped from wetting it and holding it to the wind.” He was the first with Birkenstocks, the first with bel -

bottoms, the first with sideburns off, and the first with diversity.

Many of the jokes focused on his mannerisms. Fussy, preoccupied with appearances, Blackburn was always running his hands over himself, touching his hair, his face, his suit, seeming to caress himself, to smooth out the wrinkles in his suit. This, combined with his unfortunate tendency to rub, touch, and pick his nose, was the source of much humor. But it was humor with an edge: Blackburn was mistrusted as a moralistic hatchet man.

Blackburn could be charismatic in his speeches, and in private could convey a convincing impression of intel ectual honesty for short periods. But within the company he was seen for what he was: a gun for hire, a man with no convictions of his own, and hence the perfect person to be Garvin's executioner.

In earlier years, Sanders and Blackburn had been close friends; not only had they grown up with the company, but their lives were intertwined personal y as wel : when Blackburn went through his bitter divorce in 1982, he lived for a while in Sanders's bachelor apartment in

Sunnyvale. A few years later, Blackburn had been best man at Sanders's own wedding to a young Seattle attorney, Susan Handler.

But when Blackburn remarried in 1989, Sanders was not invited to the wedding, for by then, their relationship had become strained. Some in the company saw it as inevitable: Blackburn was a part of the inner power circle in Cupertino, to which Sanders, based in Seattle, no longer belonged. In addition, the two men had had sharp disputes about setting up the production lines in Ireland and Malaysia. Sanders felt that Blackburn ignored the inevitable realities of production in foreign countries.

Typical was Blackburn's demand that half the workers on the new line in Kuala Lumpur should be women, and that they should be intermingled with the men; the Malay managers wanted the women segregated, al owed to work only on certain parts of the line, away from the men. Phil strenuously objected. Sanders kept tel ing him, “It's a Muslim country, Phil.”

“I don't give a damn,” Phil said. “DigiCom stands for equality.”

“Phil, it's their country. They're Muslim.”

“So what? It's our factory.”

Their disagreements went on and on. The Malaysian government didn't want local Chinese hired as supervisors, although they were the best-qualified; it was the policy of the Malaysian government to train Malays for supervisory jobs.

Sanders disagreed with this blatantly discriminatory policy, because he wanted the best supervisors he could get for the plant. But Phil, an outspoken opponent of discrimination in America, immediately acquiesced to the Malay government's discriminatory policy, saying that DigiCom should embrace a true multicultural perspective. At the last minute, Sanders had had to fly to Kuala Lumpur and meet with the Sultans of Selangor and Pahang, to agree to their demands. Phil then announced that Sanders had “toadied up to the extremists.”

It was just one of the many controversies that surrounded Sanders's handling of the new Malaysia factory.

Now, Sanders and Blackburn greeted each other with the wariness of former friends who had long since ceased to be anything but superficial y cordial.

Sanders shook Blackburn's hand as the company lawyer stepped into the office.

“What's going on, Phil?”

“Big day,” Blackburn said, slipping into the chair facing Sanders's desk. “Lot of surprises. I don't know what you've heard.”

“I've heard Garvin has made a decision about the restructuring.”

“Yes, he has. Several decisions.”

There was a pause. Blackburn shifted in his chair and looked at his hands. “1

know that Bob wanted to fil you in himself about al this. He came by earlier this morning to talk to everyone in the division.”

“I wasn't here.”

“Uh-huh. We were al kind of surprised that you were late today.”

Sanders let that pass without comment. He stared at Blackburn, waiting.

“Anyway, Tom,” Blackburn said, “the bottom line is this. As part of the overal merger, Bob has decided to go outside the Advanced Products Group for leadership of the division.”

So there it was. Final y, out in the open. Sanders took a deep breath, felt the bands of tightness in his chest. His whole body was tense. But he tried not to show it.

“I know this is something of a shock,” Blackburn said.

“Wel ,” Sanders shrugged. “I've heard rumors.” Even as he spoke, his mind was racing ahead. It was clear now that there would not be a promotion, there would not be a raise, he would not have a new opportunity to

“Yes. Wel ,” Blackburn said, clearing his throat. “Bob has decided that Meredith Johnson is going to head up the division.”

Sanders frowned. “Meredith Johnson?”

“Right. She's in the Cupertino office. I think you know her.”

“Yes, I do, but . . .” Sanders shook his head. It didn't make any sense.

“Meredith's from sales. Her background is in sales.”

“Original y, yes. But as you know, Meredith's been in Operations the last couple of years.”

“Even so, Phil. The APG is a technical division.”

“You're not technical. You've done just fine.”

“But I've been involved in this for years, when I was in Marketing. Look, the APG

is basical y programming teams and hardware fabrication lines. How can she run it?”

“Bob doesn't expect her to run it directly. She'l oversee the APG division managers, who wil report to her. Meredith's official title wil be Vice President for Advanced Operations and Planning. Under the new structure, that wil include the entire APG Division, the Marketing Division, and the TelCom Division.”

`Jesus,” Sanders said, sitting back in his chair. “That's pretty much everything.”

Blackburn nodded slowly.

Sanders paused, thinking it over. “It sounds,” he said final y, “like Meredith Johnson's going to be running this company.”

“I wouldn't go that far,” Blackburn said. “She won't have direct control over sales or finance or distribution in this new scheme. But I think there is no question Bob has placed her in direct line for succession, when he steps down as CEO

sometime in the next two years.” Blackburn shifted in his chair. “But that's the future. For the present-”

“Just a minute. She'l have four APG division managers reporting to her?”

Sanders said.

“Yes.■

“And who are those managers going to be? Has that been decided?”

“Wel .” Phil coughed. He ran his hands over his chest, and plucked at the handkerchief in his breast pocket. “Of course, the actual decision to name the division managers wil be Meredith's.”

“Meaning I might not have a job.”

“Oh hel , Tom,” Blackburn said. “Nothing of the sort. Bob wants everyone in the divisions to stay. Including you. He'd hate very much to lose you.”

“But it's Meredith Johnson's decision whether I keep my job.”

“Technical y,” Blackburn said, spreading his hands, “it has to be. But I think it's pretty much pro forma.”

Sanders did not see it that way at al . Garvin could easily have named al the division managers at the same time he named Meredith Johnson to run the APG.

If Garvin decided to turn the company over to some woman from Sales, that was certainly his choice. But Garvin could stil make sure he kept his division heads in place the heads who had served him and the company so wel .