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Everyone involved with Sweeney Todd should be credited with pulling off what many Harvard theater people thought was impossible. If there was ever an argument for raising the penny-ante funding (it hasn't been raised significantly since the early 80s) given by the A.R.T. to student productions, this is it. And if there was ever an argument for getting tickets early to an Ex show, this was also it. The last tickets for this weekend were given out by last weekend. The current waiting list is rumored to be approaching the one hundred mark. Getting to the show this...

Author: By Lori E. Smith, CRIMSON STAFF WRITER | Title: Brilliant Todd at Ex | 11/12/1992 | See Source »

...cartoon revival was dramatic on the big screen as well. Disney, which slumped after Walt Disney's death in 1966, regained its touch in the mid-'80s under the urging of Jeffrey Katzenberg, the new studio boss, and Walt's nephew Roy Disney, who godfathered a new generation of animators. The Little Mermaid (1989) not only proved that joy could again be a component of movie craftsmanship, it earned $84 million in its North American theatrical release. Last year's Beauty and the Beast outgrossed Mermaid by $50 million and was the first cartoon feature nominated for an Oscar...

Author: /time Magazine | Title: Aladdin's Magic | 11/9/1992 | See Source »

...charmed career of Brandon Tartikoff -- at 43, head of Paramount Pictures after leading NBC television to Cosby-esque heights during the '80s -- has been shadowed by personal calamity: two bouts with cancer and last year an auto accident that grievously injured his 9-year-old daughter. The private side has won out, as Tartikoff relinquished his Paramount post last week to spend more time with his recuperating child. His 15-month reign included the rough seas of the plodding Columbus epic 1492: Conquest of Paradise and the register-ringing teen-twitter Wayne's World...

Author: /time Magazine | Title: Brandon's Fade-Out | 11/9/1992 | See Source »

...stumbled through the '80s, many people asked questions about Smith's competence. But GM's directors raised nary a public peep about the executive who was leading them downhill. The reason is simple, said Ross Perot, who was on the board at the time. "Smith has a Pet Rock board of directors." Bob Stempel was not so lucky...

Author: /time Magazine | Title: Roger Smith's Painful Legacy at Chrysler | 11/9/1992 | See Source »

Perhaps GM's crowning folly during the '80s was the reorganization of its North American operations into two clumsy megagroups. The plan gave responsibility for small cars to GM's Chevrolet, Pontiac and Canadian divisions, and handed large cars to the Buick, Oldsmobile and Cadillac units. While that may have seemed sensible at the time, it created a new level of bureaucracy sandwiched between the automaking divisions and GM's corporate headquarters. The results ranged from mass confusion to a proliferation of look-alike models. "Everything Roger Smith tried failed," says Womack. "The screwball capital investment, the screwball reorganization. Smith...

Author: /time Magazine | Title: What Went Wrong? Everything at Once. | 11/9/1992 | See Source »

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