Kenneth Bond

"_The early days also illustrated Weinstock’s aversion to overwork, which continued throughout his career. He had become interested in horse-racing through his father-in-law Michael Sobell, and despite his alertness to any suggestion of slacking by the company’s staff, he and Kenneth Bond would spend occasional afternoons at the races when everything was running smoothly and one of his horses was running at Windsor or Kempton Park."

"The solution was provided by Sir Harry Moore of the small merchant bank Philip Hill, Higginson (subsequently part of Hill Samuel, which was behind many of the aggressive takeovers of the 1980s). Moore had acted for Radio & Allied in its abortive attempt to buy , Ekco and in its recent talks with EMI and others. Now he took Arnold Weinstock and Kenneth Bond to see GEC."

"What Weinstock, Lewis and Bond wanted most of all was accountability — for every manager to know exactly what he was responsible for. There were no more fat consultancy fees from GEC. Weinstock and Bond spread their message of control and accountability through the empire. Amorphous divisions were broken up into distinct units with specific products so that individuals could be given clear responsibility for smaller operations. ‘The first thing we did was to make sure that each business ran a product, with its own managing director totally responsible for everything,’ recalled Kenneth Bond. ‘He didn’t have to buy anything in. There were no alibis. If something wasn’t right it was clearly the responsibility of the person in charge. He couldn’t blame someone else.’’"