Magazine article Marketing

OPINION: Bailey Puts the Boot into Culture of Managing Decline at Mirror

Magazine article Marketing

OPINION: Bailey Puts the Boot into Culture of Managing Decline at Mirror

Article excerpt

Sly Bailey, chief executive of Trinity Mirror, has that rare and refreshing quality of saying exactly what she means and she does it irrespective of person or place.

Few journalists who gathered last week to hear her outline plans for the future of the UK's biggest newspaper group had heard anything quite like it before. At the superficial level there was the usual management guff about embracing radical transformation, commitment, innovation and focusing on margins and profit improvement. It was the sort of stuff any self-respecting chief executive should say.

The difference was the extent to which Bailey actually seemed to mean it, and the robust terms in which she denounced almost everything that had gone before. Any attempt at a genuine merger between Trinity, the biggest regional group, and the Mirror Group had, after a flurry of activity, been allowed to run into the sand.

The verdict was delivered in front of her chairman Sir Victor Blank, who had been there all along. Naturally the journalists were not slow to wonder whether Sir Victor, in all the circumstances, had not thought it time to consider his position. Sir Victor had not, and instead took credit for bringing in Bailey, which is indeed a point.

The name of Philip Graf, the previous Trinity Mirror chief executive, was never mentioned. Over the buffet lunch that followed, the suggestion oozed out that his departure had been carefully managed over time to protect continuity and may not have been as completely voluntary as the world has been led to expect. …

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