Our market system has evolved in line with capitalist philosophy, and at its heart is profit. But while profit can be a powerful motive, it is not always used responsibly and, in the worst cases, this can have damaging effects at a wider level.
TheMoreOur market system has evolved in line with capitalist philosophy, and at its heart is profit. But while profit can be a powerful motive, it is not always used responsibly and, in the worst cases, this can have damaging effects at a wider level. The calls for a corporate conscience grow louder, but no one has yet suggested an alternative to profit that people find as compelling. Profit is here and now.In this climate, the solution is to refine the profit motive, not replace it. We all value things, and we re all motivated by what we value. If value could replace the profit motive, it would reconcile the interests of CEOs, shareholders, citizens and government.
Profits would still rise but at the same time society would gain value. This book is a call to manage for maximum value to follow The Value Motive.Kearns EndorsementsIn The Value Motive, Paul Kearns clarifies the confusing concept of value and shows how it can be used to transform thinking and action in organizations.
Pauls books are always stimulating and controversial, and this one is no exception. If you are interested in creating more value in your organization and willing to have your existing mental models challenged, then you should read this book!Dean Spitzer, Performance Measurement Thought Leader, IBM Research, and author of Transforming Performance Measurement USAI have worked with a host of HR professional over the years.
To date I know of noone that compares to Paul when it comes to presenting the issues and challenges of managing human capital and providing practical approaches for doing so. Like his past books, The Value Motive, brings clarity to a world of HR, which often is filled with disarray and recommendations that tend to be driven by political correctness rather than by the intent to produce value.
Pauls discussion of value as a driving force in organizations (in addition to profit) brings together the worlds of for and not for profit organizations. It also provides an overarching theme that includes the best interest of all stakeholders, customers, community and shareholders alike.
This certainly represents a very much needed approach.Finnur Oddsson, Ph.D., Director of MBA Programs & Executive Education, Reykjavik University, IcelandThis is a timely, forward-looking, and convincing exposition delving into why value is a better determination of sustained ROI than profit.
Paul provides simple, yet valid methodology regarding how much value is added by any organizational activity. His writings are a must for anyone measuring the true effectiveness of people development, an organization s primary value-added activity.Tery Tennant, Attainment, Inc, USA