And if we carefully
educate our employees that it's our vision to keep building great
portable computers for individuals, which can also connect to
other systems, then yes, we can pull it off." His voice was
piping with conviction and enthusiasm. "Joey, with its innovative
mobile and expandable design, becomes the dynamic key that opens
doors to other systems and other markets around the world."
"It would be tough, Matthew," Graham said, curling his index
finger against his chin, "but if we were to get you out there,
talking to our people about this strategy, I think you're right.
We could pull it off."
Did this first agreement, from the man who raised the most
difficult question of all, presage the entire team's vote? Had he
just persuaded them to place in him their faith to change the
lifeblood vision of the entire company?
He switched off the projector and brightened the room's lights.
"Before I go on, it may be good to get an idea of how many of us
agree on this strategy."
"Right," Hank said, helping him along. "I think it's smart,
mature. Clearly a direction in which we should consider moving.
However," he cautioned, sweeping the group with his serious eyes,
"only if we can handle the perception aspect of it with the
employees. Only as long as we make them understand that we're not
selling out and building a clone, that we are actually making our
Joey the best choice of portable computer on its own, and in
tandem with ICP's computers.
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