Abstract
Purpose – This paper aims to present an interview carried out by Stephen Denning, who asks Roger L. Martin, the author of the recent explosive book Fixing the Game and Dean of Rotman School of Management at the University of Toronto, to explain why the private sector's 35‐year addiction to “maximizing shareholder value” has been disastrous for shareholders, for employees, the personal lives of executives, for the economy and for society at large.Design/methodology/approach – In the interview Martin outlines the forces at work that preserve a dysfunctional system of maximizing the return for shareholders instead of focusing on customer value.Findings – The paper reveals that there are many special interests that are devoted to maintaining the shareholder value doctrine, even at the risk of the survival of the firm.Practical implications – Executives who mouth the shareholder value mantra need to realize that they are playing a game they cannot win on behalf of faceless, nameless shareholders who behave uni...
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