Personality, Effectiveness and the National Interest

The London Stock Exchange has been in the news for precisely the wrong reasons in the past few days. Following the announcement that the very successful, reputedly abrasive, chief executive was  leaving one significant shareholder took a very public stance to assert that the chairman should go and the chief executive should remain. Rumours swirled about clashes of personality, secret payoffs and dirty work at the crossroads. After entertaining the speculative journalists for a couple of weeks it is now announced that both chairman and chief executive are to go: the chief executive soon, the chairman in 2019. The publicity has been unsettling, and the Exchange is now said by some to be a vulnerable takeover target; with the owner of the New York Stock Exchange said to be a keen potential buyer.

There is no doubt that, despite regulatory and chauvinistic forces preventing a proposed merger with the German stock exchange, the chief executive has been very successful, multiplying the share price very significantly: he will no doubt leave with very significant financial reserves to underpin his aim to grow vines.

Over the decades, there have been many examples of chief executives who dominate and build up hugely successful companies; often for them to be ruined within a few years after the great man stands down. One of the most spectacular in my lifetime has been Arnold Weinstock of the English Electric Company. Over the spectrum from domestic appliances to world-class warplanes, this conglomerate company built a steady reputation for business success and thus declaring decent dividends. For most of the couple of decades while Weinstock ruled the company in a highly individual and essentially conservative way, the chair was occupied by the complementary character Lord Nelson of Stafford whose emollient, confident handling of the formal business of the company [including shareholder relations] left the chief executive the space he needed to manage in his own way.

After Weinstock's retirement there came in people who teachers in Business Schools would undoubtedly rate higher than Weinstock on all the measures of formal competence that are emphasised by academic commentators [especially those in third-rate British business schools]. With major reorganisation, changes of name and restructuring, the next generation of managers destroyed the business in a very few years.

What is left of the 'clever end' of the old English Electric Company, the aeronautical facilities in the north-west of England that have survived until now within more recently cobbled-together conglomerates, are being reduced - and are very much under threat of closure - as a consequence of cuts to the defence budget, combined with the increasingly prudish opposition to the sale of aircraft and arms to regimes that purists consider to be oppressive. There is a very present danger that the United Kingdom will soon forfeit any capacity to build military aircraft: while Brexit [if the buffoons have their way] will lead to the slow exclusion of UK manufacturers from Airbus.

Lords Weinstock and Nelson together took a major part in enabling the UK to be at the very forefront of defence technology: and one of the ways in which they helped this process was by including the defence-oriented projects within a larger conglomerate that made significant profits from its consumer electrical goods. Thus the some of the defence contracts, for some of the time,  could be priced at less than full cost because of internal subsidy by the company. This pricing structure also applies to the suppliers of components for the major projects in the defence arena. It is extremely important in France, where the heavily-state-supported viability of the aircraft industry is maintained with constant nudging from the state.

Britain has lost both the Weinstocks and the appetite to enable them to maintain their niche in the "military-industrial complex" which is essential for any state that hopes to be a power in the world [or even in the neighbourhood]. Before the last dregs of the potential to restore the complex have drained away, it behoves the wider public to recognise what we have had, and are so close to losing for ever.