罗杰·马丁:威胁企业和民主社会的有问题的经济效率心态

Q4 Business, Management and Accounting
B. Leavy
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引用次数: 0

摘要

“我认为,在目前的道路上,美国民主资本主义正走向一场丑陋的堕落。”罗杰·l·马丁在他的新书《当更多不是更好:克服美国对经济效率的痴迷》中警告道。一段时间以来,马丁教授一直在担心,美国资本主义模式在目前的伪装下,是否有能力为许多人带来持续的繁荣,并使美国的民主梦想保持活力。设计/方法/方法马丁认为美国经济及其公司的利益如何分配是一个严重的问题;这已经从很大程度上的高斯分布(广泛分布)转变为越来越多的帕累托分布(狭窄分布)模式有一段时间了。这种分配的形式正变得越来越极端,导致这个国家最富有的家庭在经济增长的好处中获得了极不相称的份额。这种分配倾向于自我强化,这与一个运转良好的民主资本主义制度是不一致的。实际影响系统内的参与者将不断调整以适应交战规则的任何变化,他们继续“玩弄”系统的倾向应被视为自然和不可避免的,并相应地提供相应的服务。将公司分割成不同的主题,对公司的繁荣发展几乎没有帮助。它往往会导致对效率的独立追求,而这些追求并不等于有效性。作为11本著作的作者,马丁教授在众多世界最佳战略思想家榜单中名列前茅,是设计思维和整合思维运动的开创性贡献者。在他的著作中,他试图“对围绕共享和可持续繁荣的更广泛的公众对话形成一种新的理解,这是民主资本主义的一个重要组成部分。”作为大型跨国公司的长期顾问,他为企业高管提供见解。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Roger Martin: The problematic economic efficiency mindset that threatens corporations and democratic society
Purpose “On its current path, American democratic capitalism is, I believe, heading for an ugly fall.” So warns Roger L. Martin in his new book, When More is Not Better: Overcoming America’s Obsession with Economic Efficiency. Professor Martin has been concerned for some time now about the capability of the American capitalistic model in its current guise to deliver continued prosperity for the many and keep the American democratic dream alive. Design/methodology/approach Martin sees a serious problem in how the benefits of the American economy and its corporations are distributed; this has been shifting for some time now from a largely Gaussian (widely spread) to an increasingly Pareto (narrowly spread) pattern. Findings The shape of this distribution is getting ever more extreme, leading to a situation in which the richest families in the country are reaping a wildly disproportionate share of the benefits of economic growth. This kind of distribution tends to be self-reinforcing and that is not consistent with a well-functioning democratic capitalist system. Practical implications The actors within the system will keep adjusting to any change in the rules of engagement, and the tendency for them to keep “gaming” the system should be anticipated as both natural and inevitable and provided for accordingly. Breaking the company into subject-matter siloes has little chance of helping the company prosper. It tends to cause independent pursuits of efficiency that don’t add up to effectiveness. Originality/value The author of 11 books, Professor Martin has been ranked at the top of numerous lists of the world’s best strategic thinkers, and is a seminal contributor to the design thinking and integrative thinking movements. In his writings he seeks “to develop a new understanding of the broader public conversation around shared and sustainable prosperity, an essential piece of democratic capitalism.” A long-time consultant to major global firms, he offers insights for corporate executives.
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来源期刊
Strategy and Leadership
Strategy and Leadership Business, Management and Accounting-Strategy and Management
CiteScore
1.20
自引率
0.00%
发文量
45
期刊介绍: As a leader responsible for the competitive development of your organization, as well as a desire to keep ahead of the game, you have a responsibility to ensure that you are fully aware of new strategies and developments that can impact upon your personal growth as a leader of others. Strategy & Leadership gives you insight into your own leadership abilities without wasting your time. Each issue brings you informed opinion from leading specialists, gives you professional support and looks at strategies, tools and techniques from an objective position. Strategy & Leadership explains the how and why in order to keep you clearly focused. Its thoughtful, in-depth analysis and advice tells you where you should be going and what to avoid on your journey. Strategy & Leadership is a bi-monthly briefing that brings you the thoughts, advice and analysis of some of the world''s current revolutionary thinkers. Your subscription will show you: -How to improve existing leadership skills and develop new skills -Maintain a competitive position for your organization -Motivate your workforce -Adapt strategies in the light of technological change -Reassess current strategies based on practical insights into how other organizations have structured and managed change for a success -Consider new theories that could reshape current thinking and create future success -Benefit from the advice of prominent futurists -Learn from the experiences of leading CEOs and avoid the pitfalls that they have encountered -Select, develop and retain senior colleagues who will help you steer your organization in the future -Stay one step ahead of the competition - both internally and externally -Gain an insight into competitors'' strategies -Keep abreast of the latest trends in strategic planning -Implement successful strategies for your organization
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