At
University, you learn that a companies’ goal is to maximize the return on the shareholder's
investment. Allegedly, the agenda of every single employee is carried out pegged
to that core principle of management.
However,
individual agendas do not always come up to scratch. The first bump on the road
comes with the split between shareholders and managers. Whilst the former may
feel like making a killing in the short run, the latter are inwardly motivated into
doing what they can in order to keep their jobs for the duration of their
working lives.
Of course,
such a naive description doesn't always depict the reality. A huge percentage
of shares are commonly found in hands of Pension Funds, whose managers, don't
usually seek to cream off the benefits, but rather keep the business model in
sound condition so as to harvest bumper profits in future. Likewise, not every
manager is always concerned with the day after tomorrow, but alas, sometimes
they are prone to making money hand over fist during their tenure, eating the
shareholder's lunch.
Nowadays,
groups of shareholders are campaigning against and grumbling about manager's
practices that neglect to consider the sustainability of the company. Depending
on how scattered the capital is, their behests are more or less likely to have
an impact.
Having
worked for several big companies, I've had the chance to witness these clashes
of interests. Many times, I’ve wondered why nobody has created the internal
figure of the efficiency auditor. A group of professionals attending every
single meeting, doing their best to keep managers aligned to the company's
values. Their results would not be mandatory, but at least they would be
breathing down manager's necks, rushing them into leaving their comfort zones.
I'm talking
about monthly meetings moving people around the country, forking out for hotel
and flights expenses, or endless meetings to contradict what had been
previously gainsaid.
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