Over at The Futures Company blog I have a short post on Tesco’s problems, prompted by the abrupt dismissal of its Chief Executive Philip Clarke in the face of the continuing pressure on the company’s market share and profitability.
For non-British readers,Tesco is (still) Britain’s largest supermarket, but having been utterly dominant in the 1990s, has been struggling for much of the past decade.
The first thing I said in the post was that the food market had become more complex since the financial crisis, and Tesco hadn’t been able to follow. This normally translates into a story about being “assailed by discounters”, but the discount proposition isn’t just about price. People who advise Tesco to turn its attention to fighting with discounters on price show they don’t really understand how the market has changed.
The start of the Tour de France seems a good moment to write a post on management technique from one of the influential moments in last year’s Tour. It’s been in my mind since I read David Walsh’s book Inside Team Sky. The moment is during the rest day, after the Sky team had disintegrated on the Stage 9 to Bagneres de Bigorre. The passage in the book, about the Team Sky manager David Brailsford, says a lot about his management style. (more…)