Every time I hear about a company relocating its headquarters I think of the Marvin Gaye song “Wherever I Lay My Hat (That’s My Home)”. A hit for Paul Young in a 1983 cover version, its hummable melody cloaks an unattractive sentiment, voiced by someone with dubious motives.

Andrew Hill

On paper, a good idea: the 50th anniversary edition and its 50-year-old ancestor.

Dominic Barton, McKinsey’s global managing director, says he and his colleagues agreed unanimously that the 50th anniversary edition of the McKinsey Quarterly, just out, should “look forward rather than back”.

But if the consultancy’s claims for the influence of its publication are credible (Mr Barton writes that the Quarterly has helped “set the senior-management agenda” for the past half century), it is worth revisiting that first 1964 edition. It offers a few clues, not only about management trends, but about the future of consulting itself.

The first edition came clearly badged as “a review of top-management problems, published to keep our worldwide consulting staff informed on topics of common professional concern” (my emphasis). In other words, it was at first an internal newsletter. According to McKinsey, an alternative suggested title was the resolutely clunky “Practice Development Quarterly”, but it rapidly became a calling card for “the Firm” and until the 1990s, it was mostly distributed to clients by individual partners along with a personal covering letter. Read more

For all the easy talk about the need to repair dysfunctional cultures, it is still one of the hardest management challenges. But even by the thankless Sisyphean standard of such culture-change programmes, the National Football League is beginning at the foot of the hill.

Andrew Hill

The professional services group's logo at the time of its demise in 2002

The half-life of radioactive brands is shorter than you thought. In fact, it is 12 years, according to a bunch of former partners at Arthur Andersen, the professional services group that disintegrated in 2002 after getting far too cosy with Enron, the bankrupt and fraudulent energy company.

They have bravely acquired the rights to “the iconic brand name” for their global tax group – previously and uninspiringly known as WTAS. It is in part a bet on a special type of business amnesia. Read more

Andrew Hill

Leonardo Del Vecchio: out with the new, in with the old? (Photo: Paolo Bona)

I’m annoyed with Leonardo Del Vecchio, founder of Luxottica, the sunglasses and spectacles-maker. By retaking the executive reins at 79, he has undermined a recent column in which I contrasted his enlightened approach with the benighted version of family ownership and management practised by Rupert Murdoch. Worse, his decision looks like a step back for the company itself.

Mr Del Vecchio apparently has no intention of installing any of his offspring as chief executive, now the well-respected Andrea Guerra has stepped down. That is good. But when you give yourself the title of executive chairman and you own two thirds of the company, it is hard to say that you have kept the operational and shareholder aspects of your business separate, which I still consider to be the best model. As I wrote in March, “maintaining both ownership and management of a large family business more often than not leads downhill into further confusion, uncertainty and internecine conflict”. Read more

If you are a business leader and you yearn to spearhead reforms to British bureaucracy, you have until the end of next week to apply to be the first chief executive of the UK civil service. So far, recruiting the requisite heavy-hitter is proving a struggle.

If you are a business leader and you yearn to spearhead reforms to British bureaucracy, you have until the end of next week to apply to be the first chief executive of the UK civil service. So far, recruiting the requisite heavy-hitter is proving a struggle.

Andrew Hill

Most chief executives think of themselves as rational. Certainly, in the world of closely scrutinised listed companies, it would be unwise for corporate leaders to project any other image.

But, as Manfred Kets de Vries of Insead business school puts it in a new working paper, written with colleague Alicia Cheak, “our everyday lives consist of webs of constantly shifting and irrational forces that underlie seemingly ‘rational’ behaviours and choices – and life in organisations is no exception”. To lead successfully, he suggests, requires a “psychodynamic approach” that seeks to understand the hidden factors motivating teams. Read more

As this month’s centenary of the outbreak of the first world war drew nearer, historians jousted over what the world would have looked like if the bullet Gavrilo Princip aimed at Archduke Franz Ferdinand had missed, or if Britain had not leapt to Belgium’s defence.

Fred Goodwin, disgraced former chief executive of Royal Bank of Scotland, was notorious for what were nicknamed “morning beatings”, where he focused rage and ridicule on his lieutenants. According to Shredded , Ian Fraser’s new book, the senior team would play Hangman while waiting for the meetings to start, “to see who might be ‘strung up’ next”. Richard Fuld of Lehman Brothers was known for his short temper and intimidating style. The wrath of Robert Maxwell, the late media tycoon, was epic.

In the 1970s you could buy a hippy-ish poster of a bird flying towards a lurid sunset, with the maxim: “If you love something, set it free: if it comes back to you, it’s yours; if it doesn’t, it was never meant to be.” I assumed the slogan had expired along with a taste for joss sticks and tie-dye T-shirts. I am amazed to find it has instead become a formal human resources policy.

Shortly after Philip Clarke made his surprising – and, it turns out, prescient –admission at a conference in March that his days as Tesco chief executive were probably numbered, the boss of another blue-chip British company asked me, worriedly: “Does it sometimes take two CEOs to turn a company round?”

Andrew Hill

There is no longer much call for poetry at Microsoft’s devices division, the bulk of which consists of Nokia’s old handset business.

Stephen Elop, former Nokia chief executive, now heads the Microsoft unit and on Thursday had the task of announcing 12,500 job cuts (out of 18,000 in total). The axe will fall on many former Nokians who remember the flights of fancy in Mr Elop’s 2011 “burning platform” memo, in which he urged them to make a leap into the unknown to help turn the company around: Read more

Andrew Hill

Madeleine Albright, former US secretary of state, famously said there was “a special place in hell” for women who don’t help other women. But new research suggests that women leaders – and managers from ethnic minorities – will also be damned if they go out of their way to advance people who look like them.

A paper to be presented at next month’s Academy of Management annual meeting says women and non-white leaders who value diversity – and show it through their actions – are “systematically penalised with lower performance ratings” by their bosses. By contrast, valuing diversity earns white men higher ratings for both warmth and performance. The net effect, however, is that the “glass ceiling” is reinforced. Read more

When the lucrative business of advising on mergers and acquisitions was in the doldrums, consultants spread the idea that crisis management was “the new M&A”. They wielded news stories such as BP’s Gulf of Mexico oil spill, Rolls-Royce’s disintegrating Qantas engine, and Toyota’s jammed accelerator pedals to frighten clients into contracts aimed at helping them cope with such disasters.