COMPETITION HUMAN RESOURCES MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY
ORGANI-ATION & CULTURE FINANCE & ACCOUNTING MARKETING STRATEGY & COMPETITION HUMAN RESOURCES MANGING TECHNOLOGY FINANCE AND ACCOUNTING MARKETING ORGANIZATION & CULTURE STRATEGY & COMPETI-ON HUMAN RESOURCES MANAGING TECHNOLOGY MARKETING STRATEGY & COMPETITION HUMAN RESOURCES
RGANIZATION & CULTURE MANAGING TECHNOLOGY FINANCE & ACCOUNTINGHOoRnGinAgNYIZoAu Tr ICOoNm&pCeUtiLti TvUeREEdSg TeRAT-
Leaders of high-commitment,
high-performance organizations
refuse to choose between
people and profits.
T heL Unecoampdromeisinrg
by Russell A. Eisenstat, Michael Beer, Nathaniel Foote,
Tobias Fredberg, and Flemming Norrgren
Edel Rodriguez
MANAGING THE TENSION between performance
and people is at the heart of the CEO’s job. Firms are
at once economic organizations whose survival and
prosperity depends on the delivery of superior value
in an unforgiving global marketplace and social institutions that profoundly shape the lives of their
employees. Too many leaders view their organizations primarily through one lens or the other. For
many CEOs under fierce pressure from capital markets, the focus is entirely on the shareholder, with a
single-mindedness that can lead to employee disenchantment and loss of capacity to deliver long-term
value. For others, who perhaps have a commanding
market share or are operating in protected markets,
concern for the firm’s people, culture, and heritage
can all too easily slide into complacency, inward focus, and loss of competitive vitality.
