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Cork, working as an administrative assistant in operations, first met Canning and was immediately impressed It would have been hard not to be, watching this eager young manager take over a store that was filling only seven prescriptions a day and turn it into the best store pharmacy in the entire chain an accomplishment the former company president considers his greatest achievement to this day In 1962 the company transferred Canning to St Louis as a district manager; but that district had become so famously dysfunctional that corporate headquarters advised Canning not to buy a house, on the assumption that the district s days were numbered The [St Louis] stores were old and run down, Cork recalled It was nip and tuck whether we were even going to stay there 20 Canning turned the district around, however, the same way he would help turn the entire company around decades later: by hiring good people, attending to every detail, setting up efficient systems, and mostly putting in lots of hard work Recalled Dick Servant Jr, who was a store manager in the district at the time: The St Louis district seldom left town to go to a managers meeting, but one year when Canning was our district manager, we all met at Northland Shopping center at 4 AM and left in two cars We stopped for doughnuts on our way to headquarters at 4300 Peterson, Chicago There, we toured the office and had lunch in the cafeteria Toured the sign shop, where the Christmas displays were made Made two stores before we left for Springfield, Illinois, where we ate at the Black Angus Steak House After dining, we traveled back to our starting point, arriving at 3 AM, 23 hours after we left, [feeling] jump-started and inspired with the Christmas season soon to come21 Such hours and inspiration were the rule, not the exception, of Canning s style.

Includes excerpts from the COBIT 40 Executive Summary Source: 1996, 1998, 2000, 2005 IT Governance Institute (ITGI) All rights reserved Used by permission

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