When you became CEO in 2002，what was the biggest challenge you faced and how did you overcome it?I think the challenges always are around the area of people and making sure that you have enough really outstanding leaders to run the businesses.We just talked about decentralization and allowing people to run the business.We have over 200 operating companies; we need 200 great leaders.I think that the challenge is always developing great leaders who can run the businesses.I think that that is always the biggest challenge.The thing that is really the challenge for anyone who goes into a role like the one that I went into is worrying about who is going to sit here next.You can think about shareholders, but you have to think about the 120,000 employees and families that we are responsible to.And, you want to make sure that when you leave, you are leaving it in the hands of people who you feel very comfortable with.We had challenges in our Pharmaceutical pipeline.And we had to really revamp and do a lot of things in our R&D organization, to make sure that we strengthened our pipeline;because when you think about it, it is dependent upon people in the pipeline.So you look at the pipeline of people and the pipeline of products―and those are the two things that I think we have to be focused on all the time.
