By the time he was 29, William Colvin had studied economics at Cornell and business administration at Colum bia; he had worked for three companies to get seasoning for a career in management. He was doing well at his latest job in the corporate planning department of Olivetti-Underwood Corp., where he was involved in efforts to ac quire new companies. Then, one morning, while staring moodily out the window of a New York Central commuter train, Colvin had an idea. Instead of making mergers himself, why not teach other people how to...
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