I reblogged this post on the news today [November 27th 2014] that Harriet Green is to leave the company after a period of considerable success in her restructuring policy
Harriet Green has been pushed out as chief executive of Thomas Cook in a shock departure that wiped £400m off the value of the tour operator.
Green had garnered investor plaudits, and an award for businesswoman of the year, for turning around a business that was recovering from the brink of bankruptcy when she joined two years ago. But her board was less enamoured. As Green departed with shares worth more than £9m, Thomas Cook’s chairman said the group needed a leader with more knowledge of the leisure industry.
My original post indicated concerns over the difficulties she was likely to face in changing a powerful corporate culture. It makes an excellent business case .
Some years ago I researched the company after reading a historical biography. I was struck by the corporate culture, which reminded me of the provincial ‘assurance companies’ at the time, loyal staff, solid and traditional in its values. Harriet Green faces interesting challenges.
A recent interview in The Independent sketches the leader and her possible dilemmas.
The shelves are wedged with books, as you would expect for a history graduate, and another nod to the past is mounted on the wall overlooking Ms Green’s shoulder: a sepia-tinted portrait of Thomas Cook himself.
She hopes to take a leaf out of the founder’s book. In 1841, the Baptist preacher arranged to take a group of temperance campaigners to…
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