为什么老板一定要亲自干点“脏活”

Core Viewpoint - The article emphasizes the disconnect between the narratives presented by company executives and the actual operations within their organizations, highlighting the risks for investors who may be misled by these grand narratives [6][7]. Group 1: Executive Awareness and Accountability - Many executives may not fully understand the day-to-day operations of their companies, leading to a gap between their perceptions and reality [14][15]. - The article cites the Boeing 737 MAX crisis as an example where executives were unaware of serious safety issues due to bureaucratic reporting structures [16][17]. - It argues that CEOs should engage directly with lower-level operations to maintain accountability and avoid detachment from the realities of their businesses [25]. Group 2: Investor Risks - Investors often rely on information provided by executives, which can be misleading, as they may be caught up in the same narratives as the executives [7]. - The article warns that a significant portion of corporate information is filtered through executives, making it crucial for investors to critically assess the validity of these narratives [7]. - It highlights the case of Wells Fargo's fake accounts scandal, where executives claimed ignorance of widespread misconduct, suggesting a willful ignorance of operational realities [21][22]. Group 3: Corporate Culture and Ethics - The article discusses the importance of corporate culture and the potential for unethical practices to arise when executives prioritize results over processes [20][24]. - It suggests that high-pressure sales environments can lead to unethical behavior, as seen in the Wells Fargo case, where employees felt compelled to meet unrealistic targets [23]. - The author expresses concern over CEOs who become overly idealistic and disconnected from the operational challenges faced by their companies [18][19].