Tom Bennett, owner of a growing high-tech enterprise with sales of $30 million, has decided to go public. His ratios are right and his product is good, but the fine points of his strategy are not quite in place. Early Monday morning before the regular staff meeting, he sits lost in thought about product image, the state of his underlying technology, and capacity expansion.
A version of this article appeared in the January–February 1989 issue of Harvard Business Review.