Hang around private-equity types long enough and you will probably hear this mantra: Never fall in love with your business.
Sadly, and in some cases now, dangerously, the never-fall-in-love-with-your-business guiding principle that has driven private equity to destroy so many companies has been a steadily creeping cancer in public-company management and governance. If you want to know why having leadership who loves the business should be an increasingly important metric for boards when choosing executive leadership and investors when evaluating a company’s stability, look back to people such as Mr. Jobs. If you had the opportunity to see him speak in person, you know. If not, look at any videos of him in his heyday talking about the evolution of the computer market and the thinking behind the success of his innovations.
Moreover, he talked about sitting down with customers in big companies to address the problems they believed hishad the potential to solve, and then rolling up his sleeves to use that input to make better products. Of course, it may not matter for a lot of businesses that the bean-counters are in charge. It does matter in companies such as Boeing, where failure to understand the business, especially anticipating the pitfalls and fixing crises when they happen, is a life-and-death liability.
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