????連鎖超市全食（Whole Foods）創(chuàng)始人兼聯(lián)席首席執(zhí)行官約翰?馬基是一位堅(jiān)定的自由主義者和素食者。隨著他知名度的提升，他也變得越來(lái)越難以捉摸。他所崇尚的競(jìng)爭(zhēng)理念似乎既包含友善、“謙遜”的一面，也有極具爭(zhēng)議性的一面。

????馬基的職業(yè)生涯始于上個(gè)世紀(jì)60年代和70年代的反主流文化合作社。目前，他所經(jīng)營(yíng)的公司尤其善于搶占顧客的錢(qián)包份額，以至于很多消費(fèi)者都將之稱(chēng)為“全額薪資支票”（意思是，購(gòu)買(mǎi)它昂貴的全食品會(huì)花掉全部薪水——譯注）。馬基說(shuō)，他撰寫(xiě)新書(shū)《自覺(jué)資本主義：解放商業(yè)的英雄氣概》（Conscious Capitalism: Liberating the Heroic Spirit of Business）的原因在于，他覺(jué)得有必要在金融危機(jī)爆發(fā)之后捍衛(wèi)資本主義。然而，閱讀此書(shū)之后你會(huì)發(fā)現(xiàn)，他幾乎又回到了他的工作歷程的原點(diǎn)：一位滿腦子理想主義、認(rèn)為高度的自我認(rèn)知有利于做生意的嬉皮士。

????馬基寫(xiě)道：“假以時(shí)日，基于正確的原因而采取的正確的行動(dòng)會(huì)帶來(lái)好的結(jié)果?！?他和聯(lián)合作者拉吉?西索迪亞認(rèn)為，一旦公司過(guò)于關(guān)注是否能夠達(dá)到財(cái)務(wù)目標(biāo)， 它就很少能采取正確的行動(dòng)——而且也很少能找到正確的原因。為什么？如同馬基在電子郵件中解釋的那樣，對(duì)于指標(biāo)的過(guò)分關(guān)注可能會(huì)模糊人們的視野，看不清遠(yuǎn)大的目標(biāo)，而這種目標(biāo)曾經(jīng)讓公司在幸福的時(shí)光中充滿生氣。失去遠(yuǎn)大目標(biāo)會(huì)使決策過(guò)程變質(zhì)。

????實(shí)現(xiàn)收益目標(biāo)的壓力會(huì)讓我們遠(yuǎn)離更好的守護(hù)神嗎？聽(tīng)起來(lái)很像馬克思主義者的話。我曾問(wèn)馬基，如果一家公司發(fā)現(xiàn)自己眼下已經(jīng)處在這樣一個(gè)位置，他會(huì)推薦什么樣的糾正措施。他的回答達(dá)到了商學(xué)院的高度：

????“對(duì)于此類(lèi)公司來(lái)說(shuō)，第一步是要明確地制定利潤(rùn)最大化之外的遠(yuǎn)大目標(biāo)。隨后，公司應(yīng)開(kāi)始圍繞為股東創(chuàng)造價(jià)值而設(shè)計(jì)一切事務(wù)。公司應(yīng)該擺脫所有與為股東創(chuàng)造價(jià)值無(wú)關(guān)的指標(biāo)。然后，公司應(yīng)制定新的未來(lái)業(yè)績(jī)先行指標(biāo)，以及激勵(lì)員工熱情、倡導(dǎo)客戶(hù)利益的措施。”

????The founder and co-CEO of supermarket chain Whole Foods, John Mackey, is a staunch libertarian and a vegan. As his public profile rises, he becomes harder to pin down. He seems to embody competing philosophies in one affable, "aw-shucks," yet entirely controversial package.

????Mackey began his career among the co-op counterculture of the 1960s and 1970s, and now helms a company so adept at wrangling share of wallet that many consumers have dubbed it "Whole Paycheck." Mackey says he wrote his new book, Conscious Capitalism: Liberating the Heroic Spirit of Business, because he felt that capitalism needed defending in the wake of the financial crisis. Read it, however, and you'll see he has wound up close to where he started his work journey: an idealistic hippie who thinks that being highly self-aware is good for business.

????"The right actions undertaken for the right reasons generally lead to good outcomes over time," Mackey writes. When a company becomes too focused on meeting its financial targets, he and co-author Raj Sisodia argue, the right actions are rarely undertaken -- and rarely for the right reasons. Why? As Mackey elaborated over email, an obsessive focus on metrics tends to obscure the sense of higher purpose that animated the company in happier times. Losing connection to a higher purpose then corrupts the decision-making process.

????Pressure to meet earnings targets can alienate us from our better angels? It almost sounds Marxist. I asked Mackey what corrective step he'd recommend for a company that found itself in such a position. His answer was business-school standard:

????"The first step for such a company is to clearly define its higher purpose beyond maximizing profits. It should then start to design everything it does around creating value for its stakeholders. It should get rid of all metrics that are not connected to value creation for stakeholders. It should then create new metrics that are leading indicators of future performance, measures such as employee passion and customer advocacy."

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???? 【注：《自覺(jué)資本主義》對(duì)利益相關(guān)方做出了寬泛的定義——不僅包括投資者和管理層，還包括計(jì)時(shí)工、供應(yīng)商和業(yè)務(wù)運(yùn)營(yíng)所在地的社區(qū)。】

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????(N.B. Conscious Capitalism defines stakeholders broadly -- not only investors and management but also hourly employees, suppliers, and the community in which the business operates.)