What Is Our Leadership & Management Culture Fundamentally About?
London, UK - 23rd July 2012, 10:10 GMT
Dear ATCA Open & Philanthropia Friends
[Please note that the views presented by individual contributors are not necessarily representative of the views of ATCA, which is neutral. ATCA conducts collective Socratic dialogue on global opportunities and threats.]
Is our present leadership and management culture only about revenues and profits generation and searching for efficiencies? Or is it also about developing and maintaining a culture of trust, fundamental values and guiding principles? Why do some Chairmen, CEOs and CFOs look down on philosophical dialogue on crucial matters that sets the moral compass for the enterprise and its long-term interactions? Is this lack of prioritisation for what really matters the reason why we are in such a mess in terms of financial wrong-doing and short-term profit seeking? Why are “DNA-level” manipulation, toxic transactions, benchmark rigging and high level corruption being uncovered at almost every corner whilst the top of the pyramid fiddles as Rome burns? Regulators keep suggesting that it was not really their job to monitor any of this collapse of judgement on mission-critical matters or meandering away from “my word is my bond”? Whose job was it, then? What are the current criteria for the selection of leadership and management? What ought they to be? If everything is perfect as it is — as some leaders are wont to suggest — why is everything beginning to fall apart at the fundamental level of the key pillars supporting modern economies? Where is our culture taking us?
Holistic or Reductionist?
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