projects, and we weren’t getting out really good stuff really fast like we
had been. Mike Scott came in and told our engineering manager, Tom Whitney
(a guy that I worked for three times in my life: once at Hewlett-Packard’s calculator
division, later on at the Hewlett-Packard 3000 division, and now at Apple),
to take a vacation for one week, and he went around and talked to all the engineers
and found out who was doing stuff and who was slacking off. He pretty
much fired the right ones—that weren’t working. But he should have given
them chances to go around and bring their abilities to play and all that.
Mike Markkula was close to Ann Bowers at the time (she was the wife of
Robert Noyce, I think), and she was taking over our human resources. So to
have this poor of an example of human resources was almost a blot on the face
of the company. Mike Scott was starting to make some real rash, quick decisions,
and not be as careful as was needed, and as he’d been in the past. The
board gave him another job and he wrote a very shocking resignation letter that,
basically, life was too important for this political type stuff. It was sad to see him
go because he supported good people so well in the company.

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