coppercapped
Established Member
Without going into tedious detail about the rights and wrongs of steam versus diesel or kinds of classes introduced.
There must have been something seriously wrong when new BR standards flooded into say Mid Wales to run existing services , in the same timetable , with existing pre- war stock when the real exam question was "what does the railway need to do , to meet the new British economy post 1945. Fiennes was a genius - did a very good job on the Anglia area with the Shenfield and main line TT, good effort on local trains - abnd a fair crack at knocking out marshalling yards which were desired , but met no real purpose in a rapidly changing world with liberalised motor transport.
But then - look who ran the early BR ? - a load of superannuated military bods - whereas the pre war companies had good commercial managers who strove hard on limited funds for a better railway. Post war - the cash was largely wasted.
To certain extent I agree with you, but the first set of BTC and RE management werent so distant from the railways , but some of them were certainly not go-getting businessmen! The first Chairman of the BTC was Cyril Hurcomb, a civil servant who had helped formulate the Bill which became the Transport Act. The first Chairman of the Railway Executive was Sir Eustace Missenden, an ex-Southern Railway man. Hurcomb retired in 1953, his replacement was General Sir Brian Robertson. So there was only ever one military bod!
The performance of a business or indeed of any organisation is less dependent on ultimate ownership than it is on the objectives and incentives laid before the directors and the senior management. If these objectives and incentives are nebulous, ill-thought through or contradictory then the organisation will flounder. This was the case for all those industries nationalised by the 1947 Transport Act - the structure the Act set up could not set clear targets for its constituent businesses - and so began the railways long slide to being very nearly superfluous to modern life.
PS. I wouldnt class Fiennes as a genius, but he might have appeared so in comparison with some of his peers! He was certainly a clear sighted manager who could analysis issues and reach conclusions and find solutions, communicate well and inspire his team. He was more go-getter than administrator - which is what made him so unusual in the BR of the time. I attended a couple of lectures he gave soon after he retired from BR - he was a very good, entertaining and informative speaker.