Wrong. Profit can be a powerful motive, but is not always used responsibly and, in the worst cases, this can have adverse effects at a wider level (think CFCs). The calls for a corporate conscience are growing louder, but no one has yet suggested an alternative to profit that the majority find anything like as compelling. Profit is here and now. In this climate of confusion, the solution is to augment the profit motive, not replace it. To refine it so that it enriches society both materially and spiritually. To create The Value Motive.
We all value things. And we’re all fired up by what we value. Value is personal and thus a powerful force for motivating people – who are the engine of any organization. If value could replace the profit motive, it could reconcile the interests of shareholders, CEOs, citizens and government. Everyone would pursue value as part of a whole. This book is a call to manage for maximum value, and offers an alternative to the profit motive without replacing it. Profits still rise using the value motive, but society gains more value.
The profit motive has served us well for many years; The Value Motive is the next step.
About the author.
Chapter 1. Profit is not a dirty word but value is much cleaner.
Is profit the best way to allocate scarce resources?
Profit can be a very emotive word.
The Microsoft Paradox.
Not–for–profit? Does that mean not–for–value?
Profit is an increasingly unpopular king.
Chapter 2. Value – a very slippery word indeed.
A working definition of value.
Moving on to added value.
Private equity partners – value adders or asset strippers?
The value motive already exists..
Value as a distillation process.
Declaring value in a public statement.
The Value Agenda.
A value statement for a commercial company.
A value statement for a public sector organization.
‘Intangibles’ confuse the issue of added value.
Chapter 3. This powerful, motive force we call value.
Harnessing the power of motive.
Value means output, not input.
Defining value as an economic system.
Does the capitalist system deliver the best value?
When we say value we should really mean it.
A holistic, value system for everyone.
Chapter 4. Value has to be the raison d’être for every type of organization.
All value is good.
Value is the raison d’être of all organizations.
Corporate social responsibility (CSR) and the ‘triple’ bottom line.
Is the public sector an obsolete construct?
Chapter 5. Organizational performance measurement has to measure value.
Turning human activity into value.
The advent of the scorecard.
The EFQM business excellence model.
Agreeing value priorities using the 3 Box System.
The gulf between performance measurement theory and practice.
Activity, performance and added value measures.
Taking a fresh perspective on the purpose of performance measurement.
Measuring and managing ‘intangibles’.
Chapter 6. Value is essentially a people thing.
A fresh approach to people management.
Measuring the value of people.
De–bunking the employee–customer–profit chain theory.
Replacing performance management with value management.
Managing value holistically.
Valuing people ?intangibles?
Chapter 7. The people measurement ‘box’.
Only meaningful measures count.
People measurement is a really serious matter.
Does diversity add value?
Human capital management, a revolution in management thinking.
People – are they personnel, human resources, assets or capital?
Human capital measures and indicators of value.
Chapter 8. How the value motive could upstage the profit king.
The value motive is leadership.
The politicians definition of value.
The first, second and third sectors have to become one.
Value special cases and dead losses.
Value management education.
Auditing the value motive.
A new management discipline – valuing the human contribution.