|
gathering industries. Yet, unless you |
90 |
and see relationships; I think |
|
travel in the financial world, you |
|
calculators mask.') He says he wrote |
|
may not have seen his empire |
|
his book on a yellow pad. |
|
growing. Rupert Murdoch and Ted |
|
He disdains critics who predict that |
so |
Turner probably have vaster |
|
the Internet will displace the need for |
|
holdings, but Bloomberg, with his |
95 the 'Bloomberg box'; the Internet, he |
|
privately held company, may exert |
|
asserts, is nothing more than a |
|
more autocratic* control than any |
|
delivery system - and an unreliable |
|
one man in the information |
|
one at that. 'Our long distance bills, |
55 |
business. |
|
hardware, depreciation and money |
|
A recent visit to Bloomberg world |
100 |
sent to phone companies, is about |
|
headquarters on Manhattan's Park |
|
$100 m a year,' he said. 'If the |
|
Avenue found people crowding into |
|
Internet really worked and I could get |
|
and through the lobby* as if it were |
|
our customers to come to us through |
60 |
the trading floor of the New York |
|
the Internet, we'd save $100 m. |
|
Stock Exchange. On this day, many |
105 |
'Why can we charge $1,200 a month |
|
of the young employees were |
|
and these other idiots can't get away |
|
carrying advance copies of |
|
with anything?' he asks. 'Because on |
|
Bloomberg by Bloomberg, a clear |
|
the Internet, when you try to charge |
65 |
demonstration of what one outsider |
|
for anything, usage goes to zero. The |
|
described as the 'cultish' devotion |
110 |
data that we have is publicly |
|
employees seem to have for the |
|
available, but the value added is in |
|
man, his empire and his vision. |
|
the categorization and the utilities that |
|
These are impressive offices by any |
|
let you do something with it.' |
70 |
newsroom standards, and there are |
|
Though Bloomberg has fewer |
|
perks. A veritable convenience |
115 subscribers than Reuters and Dow |
|
store of soft drinks and chocolates |
|
Jones / Telerate, his competitors in |
|
and other snacks, all free, draws an |
|
the financial information business, his |
|
endless stream of workers. |
|
system is growing faster and is often |
75 |
The premises are crowded, but no |
|
praised as easier to use. Bloomberg |
|
one, not even Bloomberg, has a |
120 claims he doesn't pretend to know |
|
private office. Although his desk is |
|
the direction he'll go. What happens |
|
off to one side, right next to a small |
|
next, as Bloomberg figures it, is equal |
|
glass-enclosed sitting area, nearby |
|
parts luck and design. |
so |
employees can easily hear him on |
|
'There are many reasons why some |
|
the phone. |
125 succeed and others don't,' |
|
Surrounded by state-of-the-art |
|
Bloomberg writes. 'Three things |
|
digital equipment which powers his |
|
separate the winners from the losers |
|
information network, this Johns |
|
over the long term: time invested, |
85 |
Hopkins-educated engineer with an |
|
interpersonal skills and plain old- |
|
MBA from Harvard keeps a slide |
|
fashioned luck.' |
|
rule* on his desk. ('Other people |
|
|
|
must be smarter than I am, |
|
|