Book contents
- Front matter
- Contents
- List of illustrations
- Dedication
- Preface
- Abbreviations
- 1Ferranti by the mid-1980s
- 2The rise of ISC
- 3A step too far? Merger with ISC
- 4From honeymoon to divorce
- 5Investigations and court cases
- 6The rescue strategy
- 7The ‘New Ferranti International’
- 8Demise and epilogue
- Appendix A: The financing of Ferranti, 1970–1993
- Appendix B: Profitability and return on capital employed at Ferranti, 1970–1993
- Appendix C: Turnover and employment at Ferranti, 1970–1993
- Appendix D: Chairmen and directors of Ferranti, 1905–1993
- Bibliography
- Index
1 - Ferranti by the mid-1980s
Published online by Cambridge University Press: 09 July 2026
Book contents
- Front matter
- Contents
- List of illustrations
- Dedication
- Preface
- Abbreviations
- 1Ferranti by the mid-1980s
- 2The rise of ISC
- 3A step too far? Merger with ISC
- 4From honeymoon to divorce
- 5Investigations and court cases
- 6The rescue strategy
- 7The ‘New Ferranti International’
- 8Demise and epilogue
- Appendix A: The financing of Ferranti, 1970–1993
- Appendix B: Profitability and return on capital employed at Ferranti, 1970–1993
- Appendix C: Turnover and employment at Ferranti, 1970–1993
- Appendix D: Chairmen and directors of Ferranti, 1905–1993
- Bibliography
- Index
Summary
This chapter identifies the key features of a business that by 1982 had been in existence for 100 years. The main theme is how the engineering-led strategy and devolved management structure created by the de Ferranti family up to 1975 had been built on by the chief executive, Derek Alun-Jones, imposed by the government as a result of its bail-out in 1974. Addressing the major market challenges facing Ferranti in the 1980s, the chapter concludes with an analysis of Alun-Jones’ ‘American Strategy’ which culminated in a major acquisition programme.
Information
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- Chapter
- Information
- Ferranti: A HistoryVolume 3 Management, mergers and fraud 1987–1993, pp. 1 - 27Publisher: Manchester University PressFirst published in: 2026
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