When Paul Eberhardt was still a supervisor, his boss, Will Lohman, was about to retire. Jan Tobias, the vice president-controller, called Paul into his office.
"Hello, Paul, how are things?"
"Just fine, Mr. Tobias, although it's kind of sad to see Will leaving. He's built up a fine internal auditing organization."
"True, Paul. He's done a fine job for us. But perhaps when you pick up the ball you can carry it even further. I'm counting on that."
"I hope to, Mr. Tobias. I'd like to do a lot more work in operations."
"I'm in complete agreement, Paul.
I think we're about ready for it. We've grown to \($600,000,000\) in sales. We've got 15,000 people working in our company. We've got finance, administration, engineering, manufacturing operations, quality assurance, procurement, and personnel organizations, not to speak of research and development and sales. I'd say we're ready for it. But I don't know about some of our entrenched directors of those branches who have never heard of operational auditing. How do you propose to break the glad tidings to them?"
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How should Paul respond? Without giving a detailed outline of his plans, how can he assure Tobias that he knows what is needed?