COULD NAPOLEON HAVE COPED IN A CREDIT CRUNCH?

The analysis overlooked the obvious answer – that neither Apple's success nor its failure had much to do with Mr Sculley, an able corporate bureaucrat who rode the roller-coaster of high technology. Our desire to see history through the lives of great men blinds us to the real complexity of politics, business and finance, and leads us to find intentionality and design where there are only chance and improvisation. The philosopher, Alasdair MacIntyre, put it acerbically: “When imputed organisational skill and power are deployed and the desired effect follows, all that we have witnessed is the same kind of sequence as that to be observed when a clergyman is fortunate enough to pray for rain just before the unpredicted end of a drought!” He also said: “One key reason why the presidents of large corporations do not, as some radical critics believe, control the US is that they do not even succeed controlling their own corporations.” That was the experience of Chuck Prince, former Citigroup chief, and Stan O'Neal, former head of Merrill Lynch.

By describing Napoleon's Russian campaign through the eyes of individual participants, Tolstoy rejected the notion of history as the lives of great men. Of the battle of Borodino, he wrote: “It was not Napoleon who directed the course of the battle, for none of his orders was carried out and during the battle he did not know what was going on.”

The hapless chief executives of big financial institutions and the world financial leaders gathered last weekend in Beijing share the experience of the French emperor. “It only seemed to Napoleon that it all took place by his will.” This mistaken inference is routinely shared by journalists and historians. “The profoundest and most excellent dispositions and orders seem very bad, and every learned militarist criticises them with looks of importance, when they relate to a battle that has been lost, and the very worst dispositions and orders seem very good and serious people fill whole volumes and demonstrate their merits, when they relate to a battle that has been won.”

您已閱讀55%(2076字),剩餘45%(1667字)包含更多重要資訊,訂閱以繼續探索完整內容,並享受更多專屬服務。
版權聲明:本文版權歸FT中文網所有,未經允許任何單位或個人不得轉載,複製或以任何其他方式使用本文全部或部分,侵權必究。

約翰•凱

約翰•凱(John Kay)從1995年開始爲英國《金融時報》撰寫經濟和商業的專欄。他曾經任教於倫敦商學院和牛津大學。目前他在倫敦經濟學院擔任訪問學者。他有著非常輝煌的從商經歷,曾經創辦和壯大了一家諮詢公司,然後將其轉售。約翰•凱著述甚豐,其中包括《企業成功的基礎》(Foundations of Corporate Success, 1993)、《市場的真相》(The Truth about Markets, 2003)和近期的《金融投資指南》(The Long and the Short of It: finance and investment for normally intelligent people who are not in the industry)。

相關文章

設置字型大小×
最小
較小
默認
較大
最大
分享×