By Dimitris N. Chorafas (auth.)

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Moore’s job was to look at all aspects of the company’s processes and procedures as well as as its balance sheet. But the greatest exposure didn’t lie in the numbers. It lay in the people and their incentives. When he shared his insights with the CEO, Moore was fired. He was vindicated when, in September 2008, the bank collapsed. The focal point of criticism of this management nearsightedness is that people are not only blinded by power and money but they are also blinded by pride: “Moi president,”4 as François Hollande, the French president, says.

8 million)—the so-called golden parachute. In the case of Aviva, investors said they had used the vote to signal displeasure about the group’s leadership and share price underperformance. Moss was the third high-profile British chief executive to fall following investor anger over executive pay, 22 and many institutional investors welcomed his departure. ”23 The message conveyed by these examples is that the owners are revolting against industry salaries and bonuses that have taken a one-way street: up.

There are two kinds of people we come across in our daily lives: Those like Warburg who demand a lot of themselves, and others, the large majority, who are satisfied with themselves. The first are those who contribute to progress, who faces great challenges and win. In Warburg’s opinion, the worst that can happen to any organization is auto-satisfaction, because it leads to negligence and lack of interest in what one does. Unfortunately, this is not being taught in schools or within families. On June 3, 2014, there was a very interesting interview on Bloomberg News between Lloyd C.

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