Inhaltsangabe
The content of this book is intuitively known and felt by most who work in the rank and file of an organization, yet it typically escapes the notice of the organization's leaders in their relentless pursuit of ever-increasing shareholder return. This myopic obsession with profit destroys the fabric of the organization's ecosystem by separating those at the top from the rest of the organization. This division appears when the stated values of the organization diverge from the values displayed and experienced every day. At best, this is the foundation for an underperforming organization. At worst, this is the cause of toxicity and dysfunction--an erosion of the very ecosystem meant to deliver value to all constituents who are impacted by the performance of the organization. We can't forget the various constituents or stakeholders while trying to please the shareholders. When this dysfunction is allowed to exist, the fixation on shareholder return begins to damage shareholder return. The art of balancing the needs of all stakeholders for their collective good is replaced by the science of management through measurement.
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