Huffington Magazine Issue 26 | Page 26

Voices recent 10-year period: “The public stakeholder firms... generated a 1,026 percent return for their investors, compared with the S&P 500’s 122 percent return. By refusing to focus on maximizing shareholder value, they... created eight times more value for their shareholders.” And how did they manage this? First of all, they rejected the extremely hierarchical organizational model that characterizes the typical large corporation today where CEOs and other senior officials behave like latter-day royalty whose word is law and who require obscene amounts of money and larger and larger private jets, yachts and the like to meet their insatiable need for affirmation. Incidentally, the stockholders of these companies are not the ones feeding this unending greed — it is the result of a deliberately created system of interlocking company directorships whose members reward each other regardless of the merit of such actions. This behavior, accompanied by raceto-the-bottom wages for most everyone else, and the ability of these corporate entities to rig the tax system to their advantage, has played a major role in the wealth ALLAN BRAWLEY HUFFINGTON 12.09.12 and income gaps that have grown so dramatically — and dangerously — over the last couple of decades. The alternative model — which Whole Foods CEO John Mackey calls “conscious capitalism” — rejects all the trappings of No one corporate excess, inat Whole cluding extravagant Foods earns compensation packmore than ages for top execu19 times the tives, private jets and amount paid the rest. Instead, it the average embraces a philosophy of fairness in worker, in compensation for all contrast with employees, includthe 400-toing complete trans1 ratio that’s parency about what developed everyone earns. As a for the U.S. consequence, no one as a whole.” at Whole Foods earns more than 19 times the amount paid to the average worker. This is in marked contrast with the 400-to-1 ratio that has developed in recent years for the U. S. as a whole. It turns out that doing the right thing for your employees, your community, and other stakeholders not only demonstrates capitalism with a conscience; it is also good for business.