I found "Who's In Charge Here?" fascinating in that ComputerCraft's founder and major stockholder, Billy Ladin, not only recognized his own strengths and weaknesses, but he also found a way to capitalize on the former and overcome the latter by hiring Frison.

However, I feel Ladin and Frison paid too much attention to titles. Similarly, I question their locking in of roles. In certain circumstances, Ladin, despite his creativity, might advance a better organizational structure; Frison, despite his logical, organized mind-set, might have a more creative marketing idea. I feel that ComputerCraft runs a risk of becoming a highly structured organization -- with each operation governed by number-crunchers and people-crunchers -- and could thereby lose its main asset: the creative force of Ladin.

ComputerCraft is Ladin's third successful attempt at creating a business; surely, this says something good about his instincts. He should not have had to surrender to Frison's territorial insecurities.


Editor's note: "Who's in Charge Here?" by Tom Richman (June), reports on one founder's experiment with stepping down -- but sticking around. Ladin is founder of ComputerCraft, chairman of the board, and number-one shareholder. He became vice-president of marketing when he hired Frison to be president, chief executive officer -- and his boss.