John Lewis, the subject of the article, is an employee-owned company [1] that operates multiple business lines. I don't know the internal dealings of the compan

John Lewis, the subject of the article, is an employee-owned company [1] that operates multiple business lines. I don't know the internal dealings of the company, but I'd attribute their slow upgrade path more to the costs and difficulties associated with a large-scale rollout rather than managerial indifference. I also wouldn't delight at the cost of the upgrade, which will directly affect the profitability of the company and therefore reduce the profit-sharing that all employee-partners participate in. [1] http://en.wikipedia.org/wiki/John_Lewis_Partnership#Organisation_of_the_Partnership http://en.wikipedia.org/wiki/John_Lewis_Partnership#Organisa...