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Corporate Crisis Management

BY Harvey L. Leiderman
October 05, 2005

Fielding a Winning Team for Shareholders

Wichita, KS, was an unlikely spot for finding metaphors. Sitting in a rental car on the steaming asphalt outside the Summer College Baseball World Series, I took a cell phone call from my old friend and client, Craig Conway, President and CEO of PeopleSoft, Inc. Craig, at 48, had led his company into the real big leagues. Under his leadership, PeopleSoft had become the second largest software applications business in the world, only to find itself in August of 2003 fending off a hostile tender offer launched 2 months earlier by number three, Oracle Corporation. And Oracle had deep pockets for the fight and a deeper reputation for fighting dirty.

The following week, I walked into the executive suite at PeopleSoft's headquarters in Pleasanton, CA. After a round of intensive interviews with senior officials and the chair of the PeopleSoft Board's Transaction Committee, I was named Special Counsel for Oracle-Related Affairs. Vested with exceptional powers, I had a directive that was both comprehensive and critical: to confidentially manage PeopleSoft's legal, political and communications strategies, including all activities in state and federal courts and with the SEC, at both ends of Pennsylvania Avenue, in the European Commission and in other venues worldwide.

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