The Firm: The Troubled Life of the House of Windsor by Penny Junor Read Free Book Online Page B

senior Women of the Bedchamber, the Mistress of the Robes and the Keeper of the Privy Purse. A second dining room was the province of senior officials such as the assistants to the Master of the Household, the Chief Housekeeper and the Paymaster. Then there was one for the officials – secretaries and assistants, clerks, press officers, typists and administrative personnel. Next rung down were the stewards: pages, yeomen, the Queen’s dressers and her chauffeur. And below stairs – in the basement – was the fifth and final dining room for the most junior members of the domestic staff: under-butlers, footmen, chefs, maids, porters, postmen, plumbers, gardeners, grooms and chauffeurs.
    The first summer the Palace was opened to the public, the most senior of the dining rooms was given over to the summer opening administrative staff which involved some very unpopular rearrangements. The occupants of that room took over the room belonging to the next tier down, and they in turn were forced to double up with the junior staff in the basement. Some of them had never ventured into the basement and so many got lost en route that they had to put up signs to direct them. August was not a happy month.
    When change finally came, in June 2003, the four dining rooms were reduced to two. The household continues to eat separately, except during the summer opening and on a few other occasions, and everyone else has a snazzy new self-service restaurant. There is also a separate room with comfortable chairs for coffee and tea which is also open to every grade of employee. Since so many work shifts and odd hours it was the only sensible solution, and in a stroke attacked the rigid hierarchy that most enlightened companies abandoned years ago.
    The organizational structure Lord Airlie discovered inside Buckingham Palace when he arrived there as Lord Chamberlain in 1984 was unique. And although he implemented well over 160 of 188 recommendations for change to make it more efficient and businesslike – including the role of the Lord Chamberlain – it remains unique to this day. Nothing compares, and yet the monarchy is more of a business today than it ever was in previous reigns. In a typical company you have a chairman, a chief executive who reports to the chairman, and four or five departmental heads who report to the chief executive. All of these posts exist in the royal household, by one name or another, but in the final analysis the Queen is the one who makes the decisions about the day-to-day affairs and so the departmental heads have direct access to the Queen over the head of the Lord Chamberlain. ‘The Lord Chamberlain is a sort of hands-on chairman of a company with one shareholder’ is the way it was described to me. The departmental heads do report to him and he chairs regular meetings with them all, but he does not get involved in the detail of whether the Queen goes to New Zealand or Birmingham, who she invites to lunch or which state coach she uses for a state visit. Before Lord Airlie took up the post there was no cohesion at the top of the household, no communication and no reportingstructure, and although it is still not set in stone because of the Queen’s role in the decision-making process, it is a lot more efficient than it was before.
    The names of the posts, however, are still from another era. The Lord Chamberlain is not, as the name might suggest, in charge of the Lord Chamberlain’s Office. That is the Comptroller’s job – currently held by Lieutenant Colonel Sir Malcolm Ross, a thoroughly charming old Etonian of sixty plus, who spent twenty-three years in the Scots Guards and the remainder of his career in the royal household. He is a wonderful product of the two and perfect for the job of running the ceremonial side of the monarchy, which he does except when there are ‘issues of import’ such as the Princess of Wales’s funeral to be arranged. In that event, the Lord Chamberlain swings into action and