While the court cases were taking place in the States, Ferranti management was assessing how the fraud could be accommodated in the accounts, and especially the extent of bank borrowing required to prevent bankruptcy. It will become clear that while a bank syndicate provided extensive loans, the conditions placed on these funds resulted in an extensive disposal programme that left Ferranti bereft of profitable activities, and especially the hugely successful Scottish division. Another condition was the replacement of Derek Alun-Jones as chief executive with Eugene Anderson, an American with extensive experience of corporate turnarounds. These developments marked a dramatic change in both the nature and size of the business, as well as the corporate culture that had flourished for over 100 years.