Word: uniting
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...Berets, or "Frenki's boys," as they came to be known, were remarkably successful: they helped invent the 1990s version of "ethnic cleansing" and went on to become the most feared paramilitary unit of the Balkan wars. Without such units, politicians like Milosevic and Radovan Karadzic would never have had the means to carry out their radical ethnic policies. When the war expanded to Bosnia in 1992, Frenki moved with it and later went on to Kosovo. Word that Frenki's boys were in the neighborhood was enough to drive tens of thousands of Kosovars from their homes and across...
...witness, he can expect me to defend him." Simatovic and the Red Berets still have contacts in high places. Zoran Djindjic, now Serbia's Prime Minister, met with a top Red Beret commander on the eve of Milosevic's ouster in October and obtained a guarantee that the unit would not intervene. Said a senior Western official: "Djindjic feels that he owes Frenki a debt...
...court has indicted Simatovic, and as recently as last month, he was still somewhere within Serbia's labyrinthine Ministry of Interior. But that doesn't make war-crimes-tribunal investigators any less eager to investigate him and his unit. Noted an investigator from the Hague: "Frenki's boys are a direct link between Slobodan Milosevic and war crimes in Croatia, Bosnia and Kosovo...
TIME recently spoke to a former Red Beret, now in hiding, who described joining the unit just before it overran his hometown of Mostar in southeastern Bosnia on a cool fall day in 1991: "They took about a hundred Muslim and Croat civilians--men and women--from a shelter and lined them up on the banks of the Neretva River," recalled the heavily scarred Bosnian Serb, now 28. "Standing on the other side, I watched as five of the Red Berets executed them all. Some were shot; others they knifed or bludgeoned with rifle butts as they screamed for mercy...
Lots of family companies struggle just to succeed. The struggle places tons of pressure on the family unit, within which there's always plenty of emotional inventory anyway. But growth is a huge problem too, and managing it presents family firms with rosier but no less complex issues. "My brother-in-law and I were giving each other the finger. Nobody was showing up for Easter dinner," recounts Park Kerr, chairman and founder of the El Paso Chile Co., a $10 million-a-year specialty-food company that sells salsas and snacks to the likes of Williams Sonoma and Neiman...