Indeed, in the cases the Times identified, we had already taken corrective measures-including updating our policies and procedures-by the time he came to see us. The articles presented these anomalous missteps as examples of standard practice. All of us at the Brookings Institution, along with many of our colleagues in similar organizations, not only expect public scrutiny, we regard it as an important check on what we do, how we do it, and how our work is perceived.
Think tanks, along with the news industry, are going through a period of disruptive change in the political, economic, and social environment - as well as, in our case, the philanthropic one.
MS-DOS dominated the market for the same reason IBM-compatible PCs did: the software authors in the land of Silicon needed a standard and went with the most common denominator. Big Blue's plan to regain control of the booming PC market was to licence MCA to the copycats, figuring they'd need it to remain competitive. Meanwhile, Apple sold its one-millionth Mac. Now the growers produced Mac II, which sported a full screen along with other enhancements. Savvy John had come to realize that he hadn't joined a fruit growing co-operative but an opera company where prima donnas hogged the limelight and big egos strutted the stage.