In this prologue to his new book, Curing Corporate Short‐Termism, the founder and CEO of Fortuna Advisors presents a fictional account of a corporate turnaround—a “composite” reflection of the author's many years of consulting experience that dramatizes the pressure to meet near‐term earnings targets and other kinds of “agency” problems facing a public company called Blue Dynamics Corp. The tale begins with the puzzlement of the incoming CEO, Betty Manning, at finding the company's highest‐return business unit starved for investment, even as the low‐return units continue to receive and spend capital with little success. At the core of the company's capital allocation and “underinvestment” problems, she finds a corporate‐wide performance measurement and reward system focused on setting and beating budgets and growth in EPS and ROE.

中文翻译：

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价值创造中的领导力故事

在他的新书《治愈企业短期主义》的序言中，Fortuna Advisors的创始人兼首席执行官以虚构的方式描述了公司的转机-对作者多年咨询经验的“综合”反映，显示出实现近期收益目标的压力以及面临的其他“代理商”问题的压力。这个故事始于新任首席执行官贝蒂·曼宁（Betty Manning）的困惑，他发现公司的高回报业务部门渴望进行投资，即使低回报部门继续接受和花费很少的资金成功。她是公司资本分配和“投资不足”问题的核心，她发现了一个全公司范围的绩效衡量和奖励系统，着重于制定和击败预算以及EPS和ROE的增长。