Corrections or additions?
This article was prepared for the November 27, 2002 edition of U.S. 1 Newspaper. All rights reserved.
Between the Lines
Buy that flat screen television now? Or wait till the
prices come down? Give that special someone a digital camera now?
Or wait for the next version? Doug Dixon, a technology leader at Sarnoff
Corporation, offers insights on what’s in store for digital gadget
shoppers this year on page 43.
Meanwhile a company on Phillips Boulevard in Ewing is working to create
spectacular flat panel monitors for the next generation of cell-phones,
PDAs, and televisions. Using technology developed in part at Princeton
University, Universal Display Corporation is a pioneer in FOLEDs,
flexible organic light emitting devices (U.S. 1, February 25, 1998).
Think of wall-size TV screens, featherweight PDAs that you wear on
your wrist, and electronic newspapers that roll up and can be refreshed
daily. FOLEDs are lighter weight, have thinner profiles, are made
of rugged construction, and create innumerable new product possibilities.
News organizations are turning to UDC to make forecasts for the future.
On November 12, UDC was featured on the CBS Evening News with Dan
Rather, as "the plastic fantastic flexible future of TV."
Earlier this fall UDC was featured in Newsweek and Time. In an article
called "Papa’s Got a Brand-New Bag," Newsweek presented the
briefcase of the future as a portable, impact-resistant office. UDC’s
contribution to this was its pen that has a roll-out display screen.
Time magazine featured the UDC pen as one of the "10 Top Technologies
for You and the Planet."
Another Princeton company is making less positive headlines. On November
23 the New York Times printed a front page story on salaries and bonuses
paid at Educational Testing Service after Kurt Landgraf became CEO.
Landgraf has said that absolutely nothing would be a secret at ETS,
and indeed at least two newspapers — the Wilmington News Journal
and U.S. 1 Newspaper — had published information on salaries and
bonuses paid to top executives (U.S.1, November 13, 2002). In the
fiscal year ending June 30, 2001, Landgraf received $431,000 for 11
months (he started in July) plus a bonus of $366,000, and seven employees
earned more than $150,000 in one-time payments.
Landgraf had defended his compensation policies to U.S. 1, saying
"I need highly motivated, well compensated, highly productive
employees. Exactly the same that Bristol-Myers Squibb needs. Not-for-profit
is a section of the IRS code, not an operating style." To the
New York Times he pointed out that because ETS doesn’t have tools
like stock options, it can attract the right people with incentive
pay and other cash payments.
The tension between "not-for-profit" and "for-profit"
organizations has particular resonance in this issue. In Preview,
on page 26, writer Elaine Strauss interviews members of Orpheus, the
chamber music group that functions without a leader — they all
pitch in to provide group leadership. So successful has Orpheus been
with this model that the group gives management consulting lessons
in film, television, and print. The for-profit companies are looking
to this not-for-profit musical group for management wisdom. As Kurt
Landgraf says, the term "not-for-profit" does not necessarily
describe an operating style.
Corrections or additions?
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