The ‘New Ferranti International’
in Ferranti: A History
Abstract only
Log-in for full text

This chapter analyses the strategies devised by Eugene Anderson in order to effect a recovery after the traumatic discoveries of 1989. This will include an assessment of the extent to which he was able to rebuild a ‘New Ferranti International’. As well as restructuring the business, and especially the American subsidiaries, further disposals were also effected, reducing the size of the business and its prospects of recovering fully. This also coincided with dramatic developments in the world defence market, not least the end of the Cold War and the consequent mergers in military-related sectors.

Ferranti: A History

Volume 3 Management, mergers and fraud 1987–1993


All Time Past Year Past 30 Days
Abstract Views 223 70 0
Full Text Views 36 0 0
PDF Downloads 15 0 0