the favorite college course that almost led to a different choice of job; often, of course, he's thinking of a little business of his own.
The man indulging in these reveries is by no means a failure; much more frequently he is quite successful--and therein lies part of his restlessness. First, like most people who are very good at one thing, he does indeed possess aptitudes, however latent, for quite different kinds of work. For another thing, his success may pall just a little bit more than he ever thought it would. In these days of super-prosperity, his big paycheck does not seem the achievement it would have been in more difficult times. More and more he begins to wonder if his work is enough fun. Before he gets much older, he thinks, he will get around to that second career. But he won't. Fortune interviewed a cross section of executives, corporations, and management consultants, and found scarcely any clear-cut cases of executives turning to entirely new careers in business or the professions.2
When he think it over, apparently, the executive comes to the conclusion that he has made much too large an investment in his present work. It is not merely the company ties and the entrapment of pension and retirement-fund plans--many executives do shift from one company to another. What may be the main factor is the executive's realization that he will be abandoning much of the capital his present skills represent, and he is enough of a realist to know that the difficulty of mastering a new job--and the risks--is a little too great. Still, it has been a solace, and once in a while he can pause to think what a hell of a job he could have done if it hadn't been for all those other things.
William F. Whyte
When workers and customers meet, in the service industries, that relationship adds a new dimension to the pattern of human relations in industry. When the customer takes an active part in business activity, the whole organization must be adjusted to his behavior.