MEETING THE NEEDS OF OTHER STAKEHOLDERS
25
corners can be cut and risks taken that improve current profit at the expense of future profit.
Real World 1.5
provides some examples of how emphasis on short-term profit can be very
damaging.
Short-term gains, long-term problems
For many years, under the guise of defending capitalism, we have been allowing ourselves
to degrade it. We have been poisoning the well from which we have drawn wealth. We
have misunderstood the importance of values to capitalism. We have surrendered to the
idea that success is pursued by making as much money as the law allowed without regard
to how it was made.
Thirty years ago, retailers would be quite content to source the shoes they wanted to sell
as cheaply as possible. The working conditions of those who produced them was not their
concern. Then headlines and protests developed. Society started to hold them responsible
for previously invisible working conditions. Companies like Nike went through a transfor-
mation. They realised they were polluting their brand. Global sourcing became visible. It
was no longer viable to define success simply in terms of buying at the lowest price and
selling at the highest.
Financial services and investment are today where footwear was thirty years ago. Public
anger at the crisis will make visible what was previously hidden. Take the building up of
huge portfolios of loans to poor people on US trailer parks. These loans were authorised
without proper scrutiny of the circumstances of the borrowers. Somebody else then
deemed them fit to be securitised and so on through credit
default swaps and the rest
without anyone seeing the transaction in terms of its ultimate human origin.
Each of the decision makers thought it okay to act like the thoughtless footwear buyer of
the 1970s. The price was attractive. There was money to make on the deal. Was it respon-
sible? Irrelevant. It was legal, and others were making money that way. And the conse-
quences for the banking system if everybody did it? Not our problem.
The consumer has had a profound shock. Surely we could have expected the clever and
wise people who invested our money to be better at risk
management than they have
shown themselves to be in the present crisis? How could they have been so gullible in not
challenging the bankers whose lending proved so flaky? How
could they have believed
that the levels of bonuses that were, at least in part, coming out of their savings could have
been justified in ‘incentivising’ a better performance? How could they have believed that
a ‘better’ performance would be one that is achieved for one bank without regard to its
effect on the whole banking system? Where was the stewardship
from those exercising
investment on their behalf?
The answer has been that very few of them do exercise that stewardship. Most have stood
back and said it doesn’t really pay them to do so. The failure of stewardship comes from the
same mindset that created the irresponsible lending in the first place. We are back to the
mindset that has allowed us to poison the well: never mind the health of the system as a
whole, I’m making money out of it at the moment. Responsibility means awareness for the
system consequences of our actions. It is not a luxury. It is the cornerstone of prudence.
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