After World War II, Britain’s CEOs faced major economic challenges. International competition increased, and Harold Wilson called for a managerial revolution to exploit the white heat of new technology. This chapter examines whether this revolution occurred. Engineers, including Leonard Lord and George Harriman of the British Motor Corporation, and accountants, like John Davis of Rank and Leslie Lazell of Beechams, made up an increasing proportion of top CEOs. These trends increased social diversity with over 70 per cent of CEOs rising through merit rather than social position or family. Yet, British CEOs had significantly less formal education and specialist management training than their competitors. In 1950, 36 per cent of British CEOs had an undergraduate degree. The equivalent figures were 75, 75, and 95 per cent in the United States, Germany, and France. Although training in accountancy and engineering brought a focus on optimisation and efficiency, it lacked more holistic approaches to management, resulting in bureaucratic organisations and siloed thinking. The managerial revolution failed, innovation and productivity suffered, and economic malaise set in.