president in charge of policy planning because you are the only vice president we have
with special forces training and I wouldn't give this to anyone else. This should give
you an inkling of where we wish you to set your parameters on this assignment."
"What I understand, T.L., is that there are none. I should stop at nothing."
"I didn't hear that, Corbish."
"What will happen if I fail?"
"Then we will have to commit a broad-scale executive thrust in that direction."
"Wouldn't IDC be wiser to just write me off if I fail and continue business as usual?"
"These people at Folcroft, I believe, don't just forget about people, corporations or
organizations that threaten them. They would come after us, I believe."
"Then, T.L., I must ask you one more question. Why not leave them alone if the risk of
failure is so great? There is a point of diminishing returns. I'm afraid my input has
got to weigh on the side of another look-see in depth. IDC comes ahead of my personal
advancement from my view strata, T.L."
And this was the first time Blake Corbish, vice president, ever saw in T.L. Broon
emotion other than responsible optimism or cautious concern. It was anger. A blood-
flushing, red-rising anger that boiled from T.L. Broon's corporate soul.
"They have undermined the profit structure of IDC," he said, his voice quivering with
rage. "Undermined the very profit structure of IDC, by hijacking our computer systems,
by competing with us in the field of total information. If another corporation thought
of doing this, we would crush it. If a politician thought of doing this, we would defeat
him. If a banker tried it, we would bankrupt him. Do you understand? The two of us
cannot exist together."
"Can do, sir," said Corbish in a phrase reminiscent of his brief Army career when
everyone was talking about the problems of Vietnam and all the younger military men were
saying "can do." It was the way captains became majors and majors became colonels. It
was the way a vice president could become senior vice president in charge of policy
planning before he was forty.
"You've got a lot of flying to do, Blake. Get to it," T.L. had said.
There were a couple of problems with Folcroft, but Corbish being a top-flight operations
man, made sure his approach was secure and thorough. He didn't rush into Folcroft.
Instead he sent people to repair computers, to examine bills, to attempt to sell new
software and hardware, keeping himself out of the picture to see what Folcroft's
corporate response would be.
Two programmers Corbish never saw again; a third was found with his chest crushed to
jelly on a Long Island beach. The coroner had sent detectives to look for some huge
hydraulic machine-he explained that only a machine like that could have performed such a
body-splashing killing. But it was obvious the programmer had been killed on the beach
and any machine capable of that sort of force would have left marks.
IDC dutifully paid death benefits to the families-IDC always took care of its own-and
with the final death, Corbish had his point of operations bracketed. He focused his
attention on a rather prim, middle-aged man, with a mind so addled he even refused a top
executive position with IDC.
Dr. Harold Smith, director of Folcroft Sanitarium, was the man with the office that had
the only computer terminal that took all the hookups from all the computers and
unscrambled them. It was a brilliant system, Corbish thought. But the man running it was
too stubborn. Perhaps that was a function of late middle age, another reason why IDC
retired its executives before they became doddering, senile, and worst of all, stubborn.
There was no room in the corporate world for stubbornness. That was old-fashioned,
outmoded, obsolete as the abacus. People became obsolete also. Too bad for Dr. Smith.
Corbish's landing at Westchester Airport was, as usual, perfect. He was a careful,