 Gell's idea of "efficiency" appeared to violate that culture, although subsequently a very similar programme of reform was put into practice from the inside.Charles Cannan, who had been instrumental in Gell's removal, succeeded Gell in 1898, and Humphrey S. Milford, his younger colleague, effectively succeeded Frowde in 1907.Both were Oxford men who knew the system inside out, and the close collaboration with which they worked was a function of their shared background and worldview.