I can predict with safety that the prosecution of 700 innocent postmasters and mistresses will be remembered for decades.
It was not just that when the Post Office jailed employees and drove them to suicide it presided over one of the gravest miscarriages of justice in modern British history.
It is that the injustice will be remembered far beyond the UK. The technology said the postal workers were guilty of stealing from their tills, and everyone – judges, juries, police officers and government ministers – believed the faulty software rather than innocent men and women.
As facial recognition technologies take over police work and AI determines job prospects, the story of how the Post Office computers got it wrong will be a part of 21st century folklore.
But this terrible scandal deserves to be remembered for one other reason: the attitude of managers, who did not for a moment think there was something wrong in believing that hundreds of their colleagues were criminals.
The notion that the accusations must be flawed because the scale of the alleged fraud and the numbers of suspects beggared belief never occurred to them. They justified their salaries and bonuses as a legitimate reward for presiding over underlings who were no better than common criminals.
Chris Dillow, the author of the Stumbling and Mumbling economics blog, is one of the best critics of the managerialist ideology that drove the Post Office scandal. You can listen to my Lowdown interview with him via the links above.
I thought it would be worth going through the evidence we discuss on the show as we look at the dictatorial attitude of so many managers.
We are not making an argument for anarchism. Successful organisations have successful managers.
They tend to be modest managers who understand that it is impossible for the people at the top of complex organisations to know all they need to know. They have genuine consultations with their staff to fill the gaps in the knowledge. They do not behave like dictators by insisting on subservience and by refusing to allow criticism.
However many managers, perhaps most managers, are not like that. And here is the main reason.
They have been imbued with the ideology of managerialism, which holds that organizations in the public and private sector can be run from the top down by an elite of experts.
Instead of valuing specific knowledge about a company or organisation they believe in a generalist skill of “management”; and that a managerial elite can move from company to company, public body to public body, without losing effectiveness.
In place of specific, practical knowledge about the institutions they are meant to control, they offer “visions” and demand obedience.
Paula Vennells, was the chief executive of the Post Office as the number of false imprisonments rocketed. She had not spent a working lifetime getting to know her colleagues. She had flitted between Unilever, L'Oréal, Dixons Retail, Argos, Whitbread, the Cabinet Office and the Anglican Church.
If the people at the top of organisations cannot know all they need to know, and if their subordinates know they must suck up to the boss and tell him what he wants to hear rather than what he needs to hear, then you have miniature versions of Vladimir Putin’s Russia where no one dares contradict the big boss.
The type of people who thrive in these conditions are, frankly, psychopaths. By which I do not mean mass murderers but egomaniacs with no capacity for empathy or remorse.
According to a study dating back to 2010, there were at least three times as many psychopaths in executive or CEO roles than in the overall population. More recent data estimated that psychopaths filled 20 percent of executive posts
The Dutch management scholar and psychoanalyst Manfred F.R. Kets de Vries described managers who were
“Outwardly normal, apparently successful and charming, [but] their inner lack of empathy, shame, guilt, or remorse, has serious interpersonal repercussions, and can destroy organizations. Their great adaptive qualities mean they often reach top executive positions, especially in organizations that appreciate impression management, corporate gamesmanship, risk taking, coolness under pressure, domination, competitiveness, and assertiveness. The ease with which [they] rise to the top raises the question whether the design of some organizations makes them a natural home for psychopathic individuals.”
Shareholders may think that psychopath bosses will benefit them by keeping the profits flowing. As one business theorist put it in 2022
“Being a CEO or in a position of true power requires certain skills and abilities that psychopaths exhibit with ease. Making objective, clinical decisions entirely void of emotion, planning meticulously and in great detail, being patient, restless and confident, having a need to be in control… are all characteristics that psychopaths and prominent leaders share.”
And it is true that I have never heard of a CEO or head of HR refusing to fire subordinates because they could not bring themselves to ruin the lives of people less fortunate than themselves.
For all the talk about woke corporations and management diversity and inclusion initiatives, when it comes to mass sackings the new boss is much the same as the old boss. And you can see why that might please the shareholders.
Chris Dillow explains it thus
“People who are unusually concerned with status and power are precisely those who aim for the top of hierarchies (whereas many others of us just want to get on with our jobs), and psychopaths' superficial charm and fluency appeals to hirers. As David Allen Green says, "the likes of Paula Vennells are always with us and will always somehow obtain senior positions." This is consistent with a finding by Luigi Zingales and colleagues, that a lot more corporate fraud occurs than is actually detected. What's more, companies also select for over-confidence as they mistake ‘competence cues’ - the right body language or the illusion of knowledge - for actual ability. (All this might also apply to politics).”
You might think shareholders have nothing to complain about because vicious management protects dividends. But, as I have seen happen many times in the media, brutal managers can destroy businesses.
Chris explained the tension
“Often a company needs to cut costs and a psychopath who doesn't care about making people redundant, might be better at cutting costs than someone who's more empathetic. On other hand, we know that, psychopathic tendencies, can be very corrosive to an organization because it leads to managers who don't listen, managers who are so determined to make cuts to their organization that they end up cutting not just the fat, as they like to think, but, but cutting the meat and the muscle as well.”
If you listen to the podcast, you will hear a long discussion on why checks and balances don’t work. In theory shareholders are in control. In practice, as economists have recognised since the 19th century, they do not have day to day power. Managers can enrich themselves and follow disastrous policies without being stopped.
In the case of the Post Office, all checks and balances failed including, and most ominously, the checks of the legal system.
Dismal though that picture is, I will not end with it. One point that is not made often enough is that today’s full employment in the UK and the US is freeing workers. People who are stuck in terrible organisations with psycho bosses can just walk out and walk into other jobs.
Full employment is not high up on progressive wish lists. But for millions it is a liberation.
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Men's Personal Care Market Growing At A CAGR Of 9.1% Y.O.Y
The global men’s personal care market size is expected to reach USD 67.2 billion by 2030, according to a new report by Grand View Research, Inc. The market is expected to expand at a CAGR of 9.1% from 2022 to 2030. From male skincare to makeup to manscaping, the men personal care market is thriving with opportunities.
The personal care services industry was hit hard by the Coronavirus pandemic. The Industry has been shocked by the COVID-19 crisis and slowed down the growth of the market in the short term. Since most of the brick-and-mortar stores were shut down for many months. However, the flourishing e-commerce sector is anticipated to boost market growth due to its significant impact on consumer purchasing habits for personal care products. Moreover, demand for products performing numerous functions along with their traditional ones, such as shaving creams or lotions that have a moisturizing effect, and moisturizers with sun protection is likely to contribute to the growth. Growing popularity among men for daily skincare routines coupled with rising awareness with respect to personal grooming and hygiene is the key factor driving the market. The availability of a wide range of skincare routine products by key players and guidance by industry experts is further expected to drive the market.
Most of the companies in the market have been relying on social media platforms including YouTube, Instagram, and Facebook to promote their products as one of the prominent strategies to pique consumer interest. The established players in the beauty and cosmetics market have been taking advantage of these influencers and launching innovative products specifically designed for men. For instance, in April 2021, Caldera + Lab announced the launch of two products - cleanser and moisturizer.
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The skin care segment contributed a majority of the share to become the largest division in the global revenue in 2021. Manufacturers of men’s skincare products such as L'Oréal and Unilever are increasingly tapping into newer categories, such as facial scrubs, moisturizers, and cleansers, to meet the rising demand for men’s skin care products across the globe. Thus, this segment is anticipated to be driven by the continuous focus of manufacturers on launching new skin care products for men offering anti-aging, hydration, and anti-pollution benefits.
The hypermarkets and supermarkets segment contributed a majority of the share to become the largest division in the global revenue in 2021. Retailers such as Ulta, Sephora, Walmart, Target, and Beauty Corner are contributing to segment growth by launching men’s counter catering to men’s personal care products. The ability to physically verify these products, along with expert assistance, is another major factor contributing to this distribution channel’s growth.
The market is consolidated in nature with the presence of a large number of international players and few regional players. Procter & Gamble, Reckitt Benckiser, Unilever, L’Oréal, Beiersdorf AG, Johnson & Johnson, Coty Inc., Estee Lauder Companies, Inc. Edgewell Personal Care Company, and Kao Corporation are among the prominent players in the global market. Key market players focus on strategies such as innovation and new product launches in retails about natural products to enhance their portfolio offering in the market.
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Grand View Research has segmented the global men’s personal care market on the basis of product, distribution channel, and region
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