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Additional resources for Enterprise, Management and Innovation in British Business, 1914-80
Example text
41 Alford’s principal concern is with the operations of the Wills branch inside the Imperial Tobacco group, and he provides comparatively little about the workings of the holding company. However, he indicates that before 1955 very little was done, nor were external market factors pressing enough, to disturb a loose, quasidivisional structure based on a very large board (33-strong in 1939), recruited, in the main, from the owners of the constituent companies. The Wills family itself gradually surrendered control of Imperial Tobacco as Wills’s dominance of the UK tobacco market declined, and the position of John Player & Sons strengthened.
1931–37), epitomised ‘managerial capitalism’, but his dictatorial stance, and the continued concentration of authority for finance, marketing and pricing at the centre, ensured that the leaders of the manufacturing groups were merely production directors lacking ‘bottom-line’ responsibility for commercial performance. ICI, then, fell short of the full multidivisional form. And the early structure of the company was no safeguard against strategic mistakes, as the investment of £20 million in fertiliser plant at Billingham indicates.
This was a clear example of a firm recognising that it was not in an organisational position to reap the benefits of horizontal merger. 41 Alford’s principal concern is with the operations of the Wills branch inside the Imperial Tobacco group, and he provides comparatively little about the workings of the holding company. However, he indicates that before 1955 very little was done, nor were external market factors pressing enough, to disturb a loose, quasidivisional structure based on a very large board (33-strong in 1939), recruited, in the main, from the owners of the constituent companies.
