OT - Libertarismo aplicado na Sears
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OT - Libertarismo aplicado na Sears
Não gosto particularmente de abrir OT's mas este artigo é extremamente interessante por ser um caso prático, que se está a passar nos EUA.
O link do texto original pode ser encontrado em At Sears, Eddie Lampert's Warring Divisions Model Adds to the Troubles e a crítica que cito em It's not just government: How insane hedge fund Objectivist libertarianism is destroying Sears
Espero que seja entretido:
In case you thought the cult of hedge fund Objectivist free market libertarianism was just destroying government and the social fabric, never fear that it can destroy companies as well. Just look at what has happened to Sears after it hired insane free market hedge fund libertarian Eddie Lampert to run their company:
... Many of its troubles can be traced to an organisational model the chairman implemented five years ago, an idea he has said will save the company. Lampert runs Sears like a hedge fund portfolio, with dozens of autonomous businesses competing for his attention and money. An outspoken advocate of free-market economics and fan of the novelist Ayn Rand, he created the model because he expected the invisible hand of the market to drive better results. If the company’s leaders were told to act selfishly, he argued, they would run their divisions in a rational manner, boosting overall performance. ...
...Executives close to Lampert expressed concerns that the new model would create rival factions. The chairman responded by comparing Sears to Greenwich Avenue, the ritzy shopping district near his home in Connecticut. There, he argued, the individual stores are run separately, but shoppers view them collectively as a premier brand. Why wouldn’t the same logic apply to Sears?...
...Under the new model, Lampert evaluated the different divisions—and calculated executives’ bonuses—using a metric called business operating profit, or BOP. As some employees had feared, individual business units started to focus solely on their own profitability and stopped caring about the welfare of the company as a whole. According to several former executives, the apparel division cut back on labor to save money, knowing that floor salesmen in other departments would inevitably pick up the slack. Turf wars sprang up over store displays. No one was willing to make sacrifices in pricing to boost store traffic. ...
Muito interessante, a ler o artigo original na íntegra
O link do texto original pode ser encontrado em At Sears, Eddie Lampert's Warring Divisions Model Adds to the Troubles e a crítica que cito em It's not just government: How insane hedge fund Objectivist libertarianism is destroying Sears
Espero que seja entretido:
In case you thought the cult of hedge fund Objectivist free market libertarianism was just destroying government and the social fabric, never fear that it can destroy companies as well. Just look at what has happened to Sears after it hired insane free market hedge fund libertarian Eddie Lampert to run their company:
... Many of its troubles can be traced to an organisational model the chairman implemented five years ago, an idea he has said will save the company. Lampert runs Sears like a hedge fund portfolio, with dozens of autonomous businesses competing for his attention and money. An outspoken advocate of free-market economics and fan of the novelist Ayn Rand, he created the model because he expected the invisible hand of the market to drive better results. If the company’s leaders were told to act selfishly, he argued, they would run their divisions in a rational manner, boosting overall performance. ...
...Executives close to Lampert expressed concerns that the new model would create rival factions. The chairman responded by comparing Sears to Greenwich Avenue, the ritzy shopping district near his home in Connecticut. There, he argued, the individual stores are run separately, but shoppers view them collectively as a premier brand. Why wouldn’t the same logic apply to Sears?...
...Under the new model, Lampert evaluated the different divisions—and calculated executives’ bonuses—using a metric called business operating profit, or BOP. As some employees had feared, individual business units started to focus solely on their own profitability and stopped caring about the welfare of the company as a whole. According to several former executives, the apparel division cut back on labor to save money, knowing that floor salesmen in other departments would inevitably pick up the slack. Turf wars sprang up over store displays. No one was willing to make sacrifices in pricing to boost store traffic. ...
Muito interessante, a ler o artigo original na íntegra
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