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John Wilson

Systems Ltd (FDSL). Moreover, high interest payments, losses on other businesses and the need to put aside enormous sums for exceptional items in the balance sheet, sapped the lifeblood from Ferranti International, resulting in a litany of asset disposals that made longterm survival increasingly unlikely. In addition to these challenges, one must also add that Ferranti International was facing an extremely difficult marketplace: in the first place, with the end of the Cold War, governments across Western Europe and North America were reassessing their military budgets

in Ferranti: A History

The well-being of Europe’s citizens depends less on individual consumption and more on their social consumption of essential goods and services – from water and retail banking to schools and care homes – in what we call the foundational economy. Individual consumption depends on market income, while foundational consumption depends on social infrastructure and delivery systems of networks and branches, which are neither created nor renewed automatically, even as incomes increase. This historically created foundational economy has been wrecked in the last generation by privatisation, outsourcing, franchising and the widespread penetration of opportunistic and predatory business models. The distinctive, primary role of public policy should therefore be to secure the supply of basic services for all citizens (not a quantum of economic growth and jobs). Reconstructing the foundational has to start with a vision of citizenship that identifies foundational entitlements as the conditions for dignified human development, and likewise has to depend on treating the business enterprises central to the foundational economy as juridical persons with claims to entitlements but also with responsibilities and duties. If the aim is citizen well-being and flourishing for the many not the few, then European politics at regional, national and EU level needs to be refocused on foundational consumption and securing universal minimum access and quality. If/when government is unresponsive, the impetus for change has to come from engaging citizens locally and regionally in actions which break with the top down politics of ‘vote for us and we will do this for you’.

Abstract only
John Wilson

recruited Donald G. Cooper from IBM to lead the diversification into the much more lucrative 30 FERRANTI: A HISTORY defence business, a strategy that would see them establish military electronics and fuze assembly operations in and around Lancaster. To manage the military electronics business, Cooper head-hunted Jim Guerin from Lockheed, reminiscing that: ‘He appeared to have a solid combination of an entrepreneurial spirit, a desire to make the organization grow, a strong technical background, and a knowledge of how businesses operate.’2 This glowing reference

in Ferranti: A History
Bill Dunn

countries’ (Hall 1989 b: 367). The overall state spending increases included huge military budgets. These have been described as producing a process of ‘military Keynesianism’. Cold War competition provided an ongoing stimulus, amongst other things with military spending acceptable to capital in a way that Keynes’s reforming ideas were not (Baran and Sweezy 1968 ). International comparisons suggest caution. The countries with the highest levels of military spending, the US and Britain (and of course the USSR), grew more slowly than Japan and West Germany, countries

in Keynes and Marx
John Wilson

Systems (defence and civil); Connectors; Lasers; Navigational Equipment; Graphics Systems; Simulation Equipment Avionics Devices; Airborne Radar and Navigational Systems; Displays; Digital Computer Systems (defence and civil); Connectors; Lasers; Navigational Equipment; Graphics Systems; Simulation Equipment; Telecommunications and Office Equipment Electricity Distribution, Instrumentation and Metering; Electronics (including components and computer systems); Avionics; Lasers; Gyro-stabilisation Electronics (including components and military and civil computer

in Ferranti: A History
John Wilson

to some successful dimensions to this ‘US Strategy’, most notably the defence-related businesses initiated by the Scottish division, one must conclude that spending in excess of $50 million on American acqui- 76 FERRANTI: A HISTORY sitions did not generate the kind of rewards anticipated by the Ferranti board. The most obvious cases where reality failed to resemble anything like the projections were: Venus Scientific, the New York-based manufacturer of miniature high-voltage power supply packs, mostly for use in military aircraft;17 Interdesign Inc, the

in Ferranti: A History
Abstract only

present day? A simple version of the story goes like this. Feudalism was the dominant socioeconomic system in medieval Europe, in which the nobility were given lands by the Crown in exchange for military service. In turn, loyal servants (vassals) were tenants of the nobles, while peasants were obliged to live on their lord’s land and honour him, provide labour and a share of their

in Reclaiming economics for future generations
Abstract only
Jack Mosse

young black boy in French military uniform proudly salutes what we assume to be an out of frame tricolour. The image freezes and solidifies a controversial vision of the world – a myth that the colonies are grateful towards the colonisers. Yet, unless you take the time to deconstruct and break the image down, you wouldn't see how this works, how the image sweeps away the complex, violent and oppressive history of the French empire, and naturalises a distorted notion of colonialism. You would just see a black boy in French uniform saluting the tricolour, and this would

in The pound and the fury
Abstract only
John Wilson

uncertainty surrounded discussions over which company would be awarded the production contract for onboard radar equipment to be fitted to the next generation of European military aircraft.9 It was also in August that the naval systems department (Bracknell) lost the Type 23 frigate command and control computer systems orders,10 undermining the commercial credibility of another key component of the Ferranti portfolio. Not surprisingly, Ferranti International shares had since June 1989 been falling in value on the London Stock Exchange (see Figure 6.1), having already

in Ferranti: A History
John Wilson

persuade his fellowdirectors that there was no substance behind the Grand Jury investigations, placing on record a false statement that ISC had never sold military systems to South Africa,4 by February 1989 Ball had persuaded Sir Derek Alun-Jones to make it official corporate policy that the firm would never trade with this embargoed country. Needless to say, though, as Guerin and Ivy continued to INVESTIGATIONS AND COURT CASES 143 work with South African subcontractors on various missile programmes, the ISC chief executive completely ignored this ruling, providing

in Ferranti: A History