The fast and the fizziest
I have just finished reading Inside Coca-Cola by Neville Isdell with David Beasley (New York: St. Martin’s Press, 2011), which I undertook mostly because I wanted to figure out what the hell happened to Coke after former chairman Roberto Goizueta died in 1997 and the company went into some sort of stasis field. Isdell, who’d started his career at a Coca-Cola outpost in Zambia back in 1966, did four years in Atlanta, and his book is a bit dishier than I expected. I knew, for instance, that Coke and Pepsi were bitter rivals, but I had no idea they were this bitter:
One of the first things I noted upon arriving in the Philippines [in the early 1980s] was that there was a game going on between Pepsi and Coke. Both companies were “stealing” each other’s bottles in an attempt to drain the competitor’s assets by forcing them to purchase more glass. Both companies had mounds of their opponent’s bottles stacked in vast fields. And because of the damp tropical climate, weeds soon covered the fields and rainwater — followed soon after by algae — filled the bottles.
What threw me, though, was the search for a new general counsel after Isdell took over in Atlanta in 2004 with Deval Patrick’s resignation already on the table:
The Boston Globe reported that Patrick had resigned after [Isdell's predecessor Douglas] Daft reneged on a promise to approve an independent investigation into allegations that Coca-Cola hired right-wing death squads to terrorize union organizers in Colombia.
[BBC report on said allegations.]
Besides, Patrick was commuting from Boston, which can’t be fun. Then came this blockbuster:
We began the search for a new corporate counsel, seriously interviewing Eric Holder, the current U.S. attorney general, until he withdrew from consideration.
One may assume Eric Holder would not employ death squads, at least from the right wing.
As to what had happened to Coca-Cola after Goizueta, Isdell minces no words:
Doug Ivester … did not last long. He resigned as Chairman and CEO after slightly more than two years. Daft survived for more than four years, although frankly, he probably should have left earlier. I believe he stayed as long as he did, in part, because the board did not want to fact the grim reality that two successive choices for the top job had failed to get the company back on track.
And really, how do you follow a serious overachiever like Roberto Goizueta? Almost anyone, I suspect, would have been something of a letdown.

I’m the first to admit that I don’t look all that carefully at all the new collections: the sheer volume makes my eyes glaze over. So I paid no attention to 



