In a data-driven world of metrics and reports, it’s easy for organisations to become fixated on performance. After all, if it can’t be measured, then does it matter? Writing in The Conversation, Chris Jackson, Benjamin Walker and Elliroma Gardiner argue that yes, it does.
They identify Uber’s recent history of controversies and Volkswagen’s diesel emissions scandal as examples of cases where an out-of-control leadership created a thoroughly rotten corporate culture.
They advise that companies should focus on effort and good processes, rather than performance, and should work to instil self-control in their employees. A culture of participation and mindfulness, they propose, can share ownership and responsibility to ultimately achieve better long-term outcomes.