(FORTUNE Magazine) – of rosary beads, which he uses to pray, in his pocket. But the key to his success as a money manager was his unshakeable faith in himself and in hard work. Theologians may argue about whether these two facts are related, but there is no disputing his remarkable achievement. From 1977 to 1990, Lynch was the manager of the Fidelity Magellan mutual fund. Under his stewardship, Magellan grew from a tiny fund with about $22 ( million in assets into the world's biggest, with over $13 billion under management. He produced a total return to investors during that period of 2,800%. When Lynch retired in 1990, a legend at age 46, he had beaten the average performance of every other mutual fund for 13 straight years. That is something which no other fund manager has ever come close to doing. Lynch shares his philosophy and techniques freely in interviews, speeches, and a best-selling book, One Up on Wall Street. He says, for instance, that he didn't try to predict the economy or the stock market, nor would he buy a stock if he couldn't explain to a 12-year-old his reasons for the purchase. His basic rule of stock picking: Find companies with great products or services. But if thousands of investors followed Lynch's advice without duplicating his performance, it's probably because they lacked faith in their own judgment. Lynch was not easily rattled or influenced by what others thought. Says he: ''If the share price of a company with a great product or service is falling, go back and look at the product. If it's still good, hold on.'' Lynch bought Chrysler in 1982 -- he liked the minivans -- at the equivalent of $2.25 a share and started to sell in 1987 at $38. Attracted to Stop & Shop because of its jumbo supermarkets, he paid $3 a share in 1978, held the stock for eight years, and sold for $30. Lynch discovered his passion for investing while caddying at a golf course near his home in Boston, a job he began at age 11 to help family finances after his father, a Boston College math professor, died of cancer in 1954. A bull market was roaring, and investing was the talk of the fairway. Other jobs and several scholarships helped Lynch go to Boston College and the Wharton Business School, where he earned an MBA. His studiousness earned him the nickname ''Mole.'' His wife, Carolyn, then a physics major, recalls that on their first date Lynch talked only of investing. He joined Fidelity in 1969 as a security analyst and became head of the Magellan fund in 1977. Lynch personally visited about 40 U.S. and foreign companies a month in his search for new portfolio entries. Each day he met with representatives of three companies in his office, and talked with another five on the phone. Lynch worked every Saturday of his last five years and usually two or three hours before church on Sunday. He retired last May to spend more time with his wife and daughters Mary, 16, Annie, 12, and Beth, 8. Says he: ''Family beats the hell out stocks.'' Lynch says he will probably never return to investing as a full-time career. But he is working with numerous charities, including the archdiocese of Boston and Boston College, usually as a member of the investment committees.

ROBERT MONDAVI (BORN 1913) ROBERT MONDAVI WINERY Baron Philippe de Rothschild once compared California wine to Coca-Cola. Then he changed his mind.

THE DESIRE to innovate and the desire to promote rarely reside in the same breast. Those driven by such passions may cross paths only in the company parking lot. But the two are fused into one in the heart of Robert Mondavi, the ebullient winemaker from California's Napa Valley. Mondavi the innovator was a leader in raising the quality of U.S. wines to worldclass standards; Mondavi the promotor was tireless in winning world recognition for those wines. He regularly toured Europe to ferret out from master winemakers techniques that he could import to California. Mondavi was one of the first winemakers in this country to age his wines in small oak barrels rather than in large cement or redwood tanks, a process that adds complexity to many varieties of wine. In 1973, Baron Philippe de Rothschild, master of the great French winery Chateau Mouton-Rothschild, said of California wine: ''It all comes out industrially uniform, like Coca-Cola.'' Five years later, the baron joined Mondavi in a joint venture to bottle what they said would be ''the first true international wine.'' Opus I, as the Bordeaux-like red is called, contains three types of grape and is a favorite among wine drinkers around the world. Mondavi has instructed, beguiled, and cajoled untold visitors about the merits of California wine at countless tastings at his winery over the decades. And at thousands of drops of the hat, he has flown off to boost his and his neighbors' wines at competitions, fairs, and socials. He has made the Mondavi name synonymous with California wine, and more than anyone else in his industry, Mondavi has made California wine synonymous with quality. His father, Cesare, immigrated from Italy in 1906 to work in the iron mines in Virginia, Minnesota. During Prohibition, the local Italian-American club sent Cesare to California to buy grapes for the club's private -- and legal -- vintage. Cesare remained in California, first as a shipper and later as a producer of bulk wines that were sent to bottling plants around the country in railroad tank cars. Robert graduated from Stanford University in 1935 with a degree in economics and joined the family business along with his younger brother, Peter, and two sisters. Seeing a brighter future in table wines, the family bought the Charles Krug Winery, one of California's oldest. For more than 20 years, Robert was in charge of developing and marketing wines, and Peter ran production. But the brothers squabbled frequently over Robert's marketing and research budgets. Finally, in 1966 when he was 54, Robert struck out on his own and founded the winery that will be remembered as his life's work. A midsize winery by California standards, Robert Mondavi now makes about 500,000 cases a year. Robert's sons Michael, 48, and Tim, 39, run the business today, but he continues to promote what he calls the ''temperate, civilized, sacred, romantic mealtime beverage recommended in the Bible and praised for centuries by statesmen, philosophers, poets, and scholars.'' He also still works with viticulturalists and enologists at the University of California at Davis to improve the fermentation process of grapes. In the jargon of wine lovers, Robert Mondavi himself is a classic, full- bodied red, with a powerful nose and a great finish.

ROBERT W. GALVIN (BORN 1923) MOTOROLA The owner's son proved to be a whale of a lot more than just Daddy's boy.

IN THE 1940s AND 1950s, Robert W. Galvin rose through the ranks of Motorola in the shadow of his father, Paul Galvin, the company's founder. The senior Galvin was loud and impulsive. Robert was quiet and analytical. The father was an entrepreneur who made all the decisions. Robert was a team player who liked to open his public speeches this way: ''I want to thank our host for omitting from the reasons for my rapid rise the most important of all, the fact that my dad owns the joint.'' Once the son took command of the company, however, he proved to be a whale of a lot more than just Daddy's boy. Robert Galvin came to embody the spirit of U.S. management at its finest: dynamic, flexible, and competitive. Robert became president and effective head of Motorola in 1956. (His father died of leukemia three years later.) At that time the $227-million-a-year company was coasting on its laurels as a manufacturer of car radios and phonographs. But Robert was no coaster. He researched, engineered, acquired, divested, and diversified Motorola into an $11-billion-a-year giant in one of the fiercest industries in the world, electronics. Motorola is the world's leading manufacturer of two-way radios and cellular telephones, and the fourth-largest maker of semiconductors. The company is 19th on FORTUNE's list of most admired corporations, and rising rapidly. Galvin achieved all this in the teeth of the formidable assault on the U.S. market by Japanese electronics companies. He succeeded in part by adopting a principle he calls ''no sanctuary.'' In other words, he set out to penetrate what the Japanese may have considered inviolable territory -- Japan. In doing so, he learned the techniques the Japanese employ on their home turf. Galvin was one of the first to introduce continuous training programs for the employees in his U.S. factories, for example. In 1989, Motorola became the first winner of the Malcolm Baldrige National Quality Award. Though he retired as chairman in 1990 after 34 years at the top, Galvin is still involved in long-term corporate planning. He also enjoys a career lecturing, running seminars, and teaching business school classes on how U.S. industry can improve the quality of its products.

An only child, Galvin seemed to learn management by osmosis. His father took him on business trips and into meetings from the time he was 10. Robert made his first speech to employees when he was 17, and he became a polished public speaker. He spent two years at Notre Dame before joining the Army in 1942 (the signal corps, naturally, where he was a private). Rather than return to college when he left the service, he went straight to Motorola, where he began as a stockboy.

A sports enthusiast, Galvin has skied, wind-surfed, and played tennis, and in the 1950s captained a softball team that won an Illinois state championship and was named -- ironically -- the Kamikazes. He was the finance chairman in several election campaigns for his friend Illinois Republican Senator Charles Percy, who a few times urged Galvin to go into politics. But he says he never contemplated any career other than Motorola.

DEE WARD HOCK (BORN 1930) VISA INTERNATIONAL A Visa card ''transcends language, currency, law, custom. It's the closest thing to a universal currency.''

IF DEE WARD HOCK could have put his name on the product he created the way Henry Ford put his name on his cars, then Hock might be as famous as Ford. But the founder of Visa International couldn't very well call a credit card the ''Hock card'' -- not in English-speaking countries anyway. So Hock's creation is called Visa, and Hock's name remains little known. Yet Hock may have as much impact on our daily habits as the legendary automaker. Since 1970, when Hock organized the company, Visa has overtaken MasterCard and American Express as the world's dominant card: More than 200 million people have Visa plastic. Visa also has the largest network of automated-teller machines, with over 60,000 in 39 countries. During those 20 years, Visa's annual revenues (charges on the cards) grew from roughly $3 billion to more than $300 billion. Of course, Hock didn't invent the credit card. But he foresaw a global electronic-data network activated by those slivers of plastic that would give all consumers the financial services usually reserved for large institutions and the wealthy: credit, access to cash, and the power to move assets between accounts while at home or abroad. Says Hock: ''With a good electronic system, the card can be made acceptable anywhere. It transcends language, currency, law, custom. It's the closest thing to a universal currency there is. And getting closer.'' He had the creative skills to make his theory work. To build an effective global data network, he knew he would have to knit together thousands of banks that were independent and competitive. So he created a unique institution he calls a ''non-stock, for-profit, membership corporation, or a reverse holding company.'' Visa is owned by its 22,000 member banks and other financial institutions. Always the visionary, Hock calls this an organizational form ahead of its time: ''It isn't regulated, and it can't be raided or bought out.'' Among his many innovations: the first system for individual banks to transfer money electronically from one to another. Hock grew up in North Ogden, Utah, the son of a lineman for Utah Power & Light. ''Dee,'' incidentally, was a common name for boys in the neighborhood. He attended a junior college, married his boyhood sweetheart, worked in a slaughterhouse, and carried a hod for a brick mason. When he was 20, Hock landed a mundane administrative job in consumer finance at the local office of Pacific Finance, which made consumer loans among other things. Six months later he became the branch manager with three employees. By the late 1960s, Hock was an assistant VP at Seattle's National Bank of Commerce, later Ranier Bank of Washington, and part of Bank of America's credit card organization. When BankAmericard outgrew its management and began to unravel, Hock prodded the member banks to buy it. Why ''Visa''? The name met 16 criteria that Hock had set. Among them: The word is easy to pronounce in any language; it has no national identification; and it makes no reference to banks or credit, which, he believed, might limit how consumers thought they could use their cards. Hock, who retired in 1984, lives on a ranch overlooking the Pacific. He is writing a book on corporate organizational structures.

JAMES E. CASEY (BORN 1888 -- DIED 1983) UNITED PARCEL SERVICE

IF QUALITY inevitably declines as quantity increases, then what James E. Casey achieved in his lifetime as entrepreneur and businessman was the managerial equivalent of defying the law of gravity. In 1907, when he was 19, Casey founded a delivery service with a phone, two bicycles, six messengers, and $100 -- enough to pay five months' rent in his 6-by-17-foot office in the basement of a Seattle saloon. He advertised ''Best Service and Lowest Rates'' and made his Merchants Parcel Delivery the top of the line in its field, delivering packages for local department stores. With success came expansion -- but no apparent diminution in quality. Casey changed the name to United Parcel Service in 1919 and over the years graduated from bicycles to motorcycles, Model T Fords, and then trucks and airplanes. All the while he maintained the performance standards that help make UPS one of the companies consistently near the top of FORTUNE's list of most admired corporations. Casey molded a corporate culture almost religiously devoted to serving the customer and the company simultaneously. After UPS expanded into New York City in the early 1930s, the New Yorker, with the help of a company executive, elaborated on some of the 138 rules for every deliveryman: ''He must be 'emotionally stable,' of good appearance, and pass an intelligence test. For his first few weeks he is tutored in driving, delivering, and courtesy. He mustn't 'scuffle or engage in loud talk,' or 'whistle or yell at people on the street,' or splash pedestrians with mud, or walk or drive on people's lawns or gardens, or complain if he's asked to lay a rug or carry a parcel to some remote room. If he breaks a rule, he's fined.'' Needing a haircut cost 50 cents, smoking on a deliveree's premises or profanity, $1. Born in Pickhandle Gulch, a Nevada mining town, Casey was the oldest of four children of a silver prospector. His father gave up mining and moved to Wenatchee, Washington, when James was 8. At 11, James dropped out of school to help support the family. He worked as a department store delivery boy and then as a messenger for American District Telegraph, which paid more. The extra money enabled him to go back to school. Soft-spoken and intensely private, Casey never married and never really retired. He remained a director of UPS until he died at 95.

JOHN T. DORRANCE (BORN 1873 -- DIED 1930) CAMPBELL SOUP

CHEMIST JOHN DORRANCE had an idea that was mm, mm, good: Take the water out of soup and thereby reduce the canning and shipping costs. It sounds too simple to amount to much. But this was 1897, prepackaged foods consisted mainly of vegetables, and most women spent hours each day cooking. Once Dorrance figured out how to condense soup, Campbell had a product that sold for 10 cents a can, compared with noncondensed versions at 30 cents. Condensed soup became the rage. Women yearning to unyoke themselves from stoves started opening cans, adding water, and serving hot, nutritious food in about the same time that it took to brew tea. In 1911 the Campbell factory in Camden, New Jersey, became one of the first to distribute a name-brand food product nationwide. That same year, Campbell made Dorrance general manager, equivalent to chief executive today. Dorrance began to accumulate stock in the small, private outfit and in 1915 acquired the whole company. He ran Campbell until his death at age 57. His estate was valued at $115 million, the third- largest recorded up to then. The company went public in 1955; the extended Dorrance family still has 60% of the shares. Dorrance graduated from MIT in 1895 and earned a doctoral degree in chemistry at the University of Gottingen in Germany. He used the academic ''Dr.'' for the rest of his life. He passed up teaching offers from Columbia, Cornell, and Bryn Mawr and went instead to work in the lab at Campbell -- then a canning company -- under his uncle, Arthur Dorrance, also a chemist. Dr. Dorrance's talent extended beyond the lab. At his home in Cinnaminson, New Jersey, he developed improved strains of vegetables and distributed the seeds to local farmers so that Campbell could buy their crops to make soup. He visited the great kitchens of France, brought European chefs to Camden, and became only the second foreigner granted honorary membership in the Societe de Secours Mutuels des Cuisinier de Paris, an organization of chefs. The first was Britain's King Edward VII. An early believer in the power of advertising, Dorrance budgeted $4,000 in 1899 for Campbell's first soup ads -- red and white cans -- on U.S. streetcars. By the time he died, Dorrance was spending $3 million a year, the largest advertising budget for one food product in the country. That red and white label is one of the most familiar images in U.S. commerce and, largely thanks to Andy Warhol, popular culture too. It is not enough to amass great wealth. It is not enough to lead great enterprises. It is not enough to be seen at White House dinners. The men and women who are inducted into the National Business Hall of Fame must be more than wealthy, powerful, or prominent -- or a combination of all three. They must have changed the world around them for the better. Among this year's laureates, Robert Galvin of Motorola is a leader in the campaign for quality manufacturing. Dee Ward Hock of Visa International took an idea dreamed up for the rich -- a way to transfer money electronically -- and made it available to all consumers. Robert Mondavi inspired American winemakers to create worldclass vintages. Peter Lynch of Fidelity Investments made more money for his investors than anyone thought possible. Dr. John Dorrance of Campbell Soup invented condensed soup and thus helped free women from kitchen drudgery. James Casey of United Parcel Service founded the package-delivery industry. The Hall of Fame is sponsored by Junior Achievement, the nonprofit group that educates youth on how private enterprise works. FORTUNE's board of editors elects laureates from two groups: those who have moved on from the careers in which they made their mark and those who are dead. This year's laureates will be inducted on April 18 at a banquet in Orlando, Florida.

BOX: Roster of Past Laureates

WILLIAM M. ALLEN Boeing ROBERT O. ANDERSON Atlantic Richfield

LEO H. BAEKELAND Union Carbide WILLIAM M. BATTEN J.C. Penney Co. STEPHEN D. BECHTEL SR. Bechtel ARNOLD O. BECKMAN Beckman Instruments OLIVE ANN BEECH Beech Aircraft WILLIAM BLACKIE Caterpillar WILLIAM E. BOEING Boeing MARVIN BOWER McKinsey CHARLES L. BROWN AT&T JAMES E. BURKE Johnson & Johnson

EDWARD E. CARLSON United Airlines ANDREW CARNEGIE Carnegie Steel WILLIS H. CARRIER Carrier WALTER P. CHRYSLER General Motors LIZ CLAIBORNE Liz Claiborne Inc. FREDERICK C. CRAWFORD TRW TRAMMELL CROW Real estate developer HARRY B. CUNNINGHAM S.S. Kresge

ARTHUR VINING DAVIS Aluminum Co. of America JOHN DEERE Deere WALT DISNEY Walt Disney Co. GEORGES F. DORIOT American Research & Development DONALD W. DOUGLAS Douglas Aircraft PIERRE S. DU PONT Du Pont

GEORGE EASTMAN Eastman Kodak THOMAS A. EDISON Inventor

CYRUS W. FIELD Financier for transatlantic cable HARVEY S. FIRESTONE Firestone Tire & Rubber HENRY M. FLAGLER Standard Oil HENRY FORD Ford Motor BENJAMIN FRANKLIN Statesman, publisher, inventor

ROSWELL GARST Agriculturalist A. P. GIANNINI Bank of America KING C. GILLETTE Gillette LEONARD H. GOLDENSON ABC SAMUEL GOLDWYN Metro-Goldwyn-Mayer BENJAMIN GRAHAM Originator of security analysis FLORENCE NIGHTINGALE GRAHAM Elizabeth Arden

WALTER A. HAAS Levi Strauss GEORGE S. HALAS National Football League JOYCE C. HALL Hallmark Cards EDWARD H. HARRIMAN Union Pacific

H. J. HEINZ H.J. Heinz Co. MILTON S. HERSHEY Hershey Chocolate WILLIAM R. HEWLETT Hewlett-Packard JAMES J. HILL Great Northern Railroad CONRAD N. HILTON Hilton Hotels

EDWARD C. JOHNSON II Fidelity Fund REGINALD H. JONES General Electric J. ERIK JONSSON Texas Instruments

HENRY J. KAISER Kaiser Steel W. K. KELLOGG Kellogg DONALD M. KENDALL PepsiCo CHARLES F. KETTERING General Motors BERNARD KILGORE , Wall Street Journal ROBERT J. KLEBERG SR. King Ranch RAY KROC McDonald's

ALDEN J. LABORDE Tidewater EDWIN H. LAND Polaroid WILLIAM F. LAPORTE American Home Products ALBERT D. LASKER Lord & Thomas ESTEE LAUDER Estee Lauder Inc. ROYAL LITTLE Textron FRANCIS CABOT LOWELL Textile industry innovator HENRY R. LUCE Time

IAN K. MACGREGOR AMAX JOHN J. MCCLOY Chase Manhattan Bank CYRUS H. MCCORMICK McCormick MALCOM P. MCLEAN Sea-Land Service RENE C. MCPHERSON Dana FORREST MARS Mars JACK C. MASSEY Kentucky Fried Chicken LOUIS B. MAYER Metro-Goldwyn-Mayer GEORGE J. MECHERLE State Farm Life ANDREW W. MELLON Financier CHARLES E. MERRILL Merrill Lynch J. IRWIN MILLER Cummins Engine GEORGE S. MOORE Citibank J. PIERPONT MORGAN U.S. Steel HOWARD J. MORGENS Procter & Gamble

S. I. NEWHOUSE Newhouse Publications ROBERT N. NOYCE Intel

ADOLPH S. OCHS New York Times DAVID M. OGILVY Ogilvy & Mather ARTHUR ORTENBERG Liz Claiborne Inc.

DAVID PACKARD Hewlett-Packard WILLIAM S. PALEY CBS JOHN H. PATTERSON National Cash Register WILLIAM A. PATTERSON United Airlines J. C. PENNEY J.C. Penney Co. H. ROSS PEROT Electronic Data Systems WALLACE R. PERSONS Emerson Electric ABE PLOUGH Schering-Plough WILLIAM COOPER PROCTER Procter & Gamble

SIMON RAMO TRW M. J. RATHBONE Standard Oil of New Jersey DONALD T. REGAN Merrill Lynch JOHN D. ROCKEFELLER Standard Oil JAMES W. ROUSE Rouse

DAVID SARNOFF RCA JACOB H. SCHIFF Union Pacific CHARLES M. SCHWAB Bethlehem Steel IGOR I. SIKORSKY Sikorsky Aircraft ALFRED P. SLOAN JR. General Motors C. R. SMITH American Airlines CHARLES C. SPAULDING North Carolina Mutual Life ALEXANDER T. STEWART A.T. Stewart & Co. JOHN E. SWEARINGEN JR. Standard Oil of Indiana

J. EDGAR THOMSON Pennsylvania Railroad JUAN T. TRIPPE Pan Am

THEODORE N. VAIL AT&T CORNELIUS VANDERBILT Railroad magnate

DEWITT WALLACE Reader's Digest LILA ACHESON WALLACE Reader's Digest GEORGE WASHINGTON President, land manager THOMAS J. WATSON JR. IBM THOMAS J. WATSON SR. IBM GEORGE WESTINGHOUSE Westinghouse Electric FREDERICK WEYERHAEUSER Weyerhaeuser ELI WHITNEY Inventor of the cotton gin C. KEMMONS WILSON Holiday Inns JOSEPH C. WILSON Xerox T. A. WILSON Boeing ROBERT E. WOOD Sears Roebuck ROBERT W. WOODRUFF Coca-Cola

OWEN D YOUNG General Electric