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Why Doesn't Britain Have a Huauei of its own?

Peter Brooks
This was the headline in the Guardian Opinion section for May 8 th 2019 written by Aditya Chakrabortty.


To answer this question he examines the history of GEC after Arnold Weinstock left in 1996  and <quote> "all hell broke loose" with the appointment of George Simpson (an accountant), and John Mayo (from the Merchant Banking world).


Even companies outside of Britain (examples RCA and Westinghouse)  have been afflicted by the same upper management failures.


What does Britain have to do to create a business climate that will allow world class companies to thrive?


Peter Brooks MIET

Palm Bay Florida USA
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    Perhaps to address the original question, without bringing the industrial and related skills development strategies into it. It has frequently been observed that technology entrepreneurs tend to “sell out” once they can make a comfortable fortune, rather than keep the intellectual property and seek build further. Our own former president perhaps illustrates this trend, by selling out to Huawei  https://plumconsulting.co.uk/profile/william-webb/     


    In the light of recent controversy, I have no basis to comment upon Huawei, the power politics involved in the US China relationship, or the potential national security risks that the company might or might not create. I am just in this context, taking the Huawei to be an example global company offered up for the purpose of a discussion about the UKs competitive position.  As I said in an earlier post, I can’t see how the UK can do anything other than maximise its skills-base and develop its productivity, wherever the winds of political change blow.  Obviously the UK generally and the IET in particular has strong relationships with China, which I hope will continue to be mutually beneficial.  I also hope that the current trend of nationalist, populist, political disrupters will prove to be a passing phase rather than a slippery path towards escalating conflict.  Such forces have already caused some bitter divisions in the UK and created a political crisis, so I suppose we had better sort that out first?  

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    Perhaps to address the original question, without bringing the industrial and related skills development strategies into it. It has frequently been observed that technology entrepreneurs tend to “sell out” once they can make a comfortable fortune, rather than keep the intellectual property and seek build further. Our own former president perhaps illustrates this trend, by selling out to Huawei  https://plumconsulting.co.uk/profile/william-webb/     


    In the light of recent controversy, I have no basis to comment upon Huawei, the power politics involved in the US China relationship, or the potential national security risks that the company might or might not create. I am just in this context, taking the Huawei to be an example global company offered up for the purpose of a discussion about the UKs competitive position.  As I said in an earlier post, I can’t see how the UK can do anything other than maximise its skills-base and develop its productivity, wherever the winds of political change blow.  Obviously the UK generally and the IET in particular has strong relationships with China, which I hope will continue to be mutually beneficial.  I also hope that the current trend of nationalist, populist, political disrupters will prove to be a passing phase rather than a slippery path towards escalating conflict.  Such forces have already caused some bitter divisions in the UK and created a political crisis, so I suppose we had better sort that out first?  

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