Management

To the news that General Electric’s board of directors has been meeting in solemn conclave to debate whether its chief executives should serve a 20-year term, the natural response is: which egomaniac came up with that idea?

I use a Firefox browser. The opinions of the people who built the technology, or who run Mozilla, the organisation behind it, should make no difference to my experience as a user. Mozilla agrees. Its guidelines state that when people hold views contrary to its inclusion and diversity standards, other Mozillians – as they insist on calling themselves – “should treat this as a private matter” as long as those views are not brought to work, or aired via Firefox.

Andrew Hill

PwC/Booz's new 'amper-brand'…

Cesare Mainardi, chief executive of Booz & Company, has a ready explanation for the consultancy’s rebranding as “Strategy&”, now Booz’s takeover by PwC is complete:

It invites a discussion about what we’re about and what we’re thinking and how we can help our clients transform.

True enough. Unfortunately, the initial discussion of the new “amper-brand” – pronounced “strategy and” – is likely to start with “What were they thinking?”. People still remember PwC’s ill-fated attempt to rename its consulting arm as “Monday” in 2002, a misstep that had plenty of critics humming the Boomtown Rats’ hit “I don’t like Mondays”. (Luckily for the professional services firm, roughly by Tuesday, IBM had bought the consulting business and PwC never had to live with the consequences.) Read more

Adam Jones

Free business school case study in every box (Dreamstime)

Altering prices is a delicate art. When Pixar was a hardware maker in the 1980s, for instance, it realised it was charging too much for its computers. Yet a price cut failed to dispel its reputation for hawking excessively pricey kit. “The first impression stuck,” recalls Pixar co-founder Ed Catmull in his informative new book, Creativity, Inc.

But this does not mean that it is impossible to raise or lower prices successfully. The decision by Amazon to increase the price of its Prime delivery service in the US last month could be a case in point.

Pricing strategy consultant Rafi Mohammed has praised the way Amazon went about increasing the annual Prime charge from $79 to $99. Read more

Leonardo Del Vecchio and Rupert Murdoch have plenty in common. The chairman of Luxottica, the eyewear group, and the chairman of News Corp and 21st Century Fox were born in the 1930s. Both are billionaire patriarchs of family businesses they largely built themselves but now share with outside investors. Both have six children from different relationships, and both have wrestled with the question of succession.

General Motors and Malaysia Airlines are both in trouble but one is giving a lesson in how to handle a fatal crisis while the other is offering a masterclass in how not to. There is a glaring contrast in the behaviour, and ability to cope with public criticism, of Mary Barra, GM’s chief executive, and Ahmad Jauhari Yahya, the chief executive of Malaysia Airlines – although Ms Barra has a simpler task.

Andrew Hill

My first reaction to the latest news of changes at the top of the Murdoch empire was: did the shrink get involved?

Succession planning at family businesses is often full of unlikely twists and shrieking. After the phone-hacking scandal broke over Rupert Murdoch’s UK newspapers in 2011, Vanity Fair claimed that the Murdoch siblings had discussed succession with a “family counsellor”, partly in an attempt to smooth the process. Read more

If you had asked board directors at the beginning of last week which of two situations – the stand-off between Russia and Ukraine in Crimea, and the forthcoming British Budget – was politically riskier, they would have chosen the first. But for a few insurers involved in the lucrative business of offering annuities to pensioners, Britain turned out to be the more perilous place after George Osborne, the UK chancellor, astounded them by announcing reforms that could cut the size of that market by 90 per cent.