波士頓咨詢集團(tuán)會(huì)用錢來阻止我告訴你們的故事(英文版)(編輯修改稿)
2025-08-23 14:32 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 My moral system is organized around a utilitarian principle of greatest good for the greatest number — that which adds value cannot be wrong. It did not bother me therefore when I was handed consulting reports that had been stolen from our petitors. If the information in those reports would help us improve our client, then who could say we were doing wrong? Like downloading MP3s, it was a victimless crime. What I could not get my head around was having to forcefit analysis to a conclusion. In one case, the question I was tasked with solving had a clear and unambiguous answer: By my estimate, the client’s plan of action had a net present discounted value of negative one billion dollars. Even after accounting for some degree of error in my reckoning, I could still be sure that theirs was a losing proposition. But the client did not want analysis that contradicted their own, and my manager told me plainly that it was not our place to question what the client wanted. In theory, it was their money to lose. If they wanted a consulting report that parroted back their predetermined conclusion, who was I to plain? I did not have any right to dictate that their money be spent differently. And yet, to not speak out was wrong. To destroy a billion dollars is to destroy an almost unimaginable amount of human wellbeing. Spent carefully on antimalarial bed nets and medicine, one billion dollars could save a million lives. This was a crime, and failing to try and stop it would be as bad as mitting it myself. And if I could not prevent it, then what reason was I being paid such a high salary? How could I justify my ine if not by prevailing in situations such as these? Sit down, shut up Early on, before I began case work, one manager I befriended gave me some advice. To survive, he told me, I needed to remember The Ratio. 50 percent of the job is nodding your head at whatever is being said. 20 percent is honest work and intelligent thinking. The remaining 30 percent is having the courage to speak up, but the wisdom to shut up when you are saying something that your manager does not want to hear. I spoke up once. And when it became clear that I would be mitting career suicide to press on, I shut up. With a diligent enough effort, one can morally justify nearly anything. It was clear that the client was going to go forward with their decision regardless of how I acted. How could I be responsible for a foregone conclusion? And if I had no power to change things, then why shouldn’t I take the course of action that lets me keep my job? Who would it benefit for me to give up my paycheck? With my salary, I could make large and regular contributions to Red Cross or Doctors Without Borders — without it I would just be another unemployed bum. But there is a large difference between telling yourself a story and believing it. Ultimately, the core reason I stayed silent wasn’t altruistic, but selfish. At my salary level, and with my expected advancement path, I could fortably retire in my thirties. That would mean nearly a full lifetime at my disposal, a solid forty years to find true love and raise a family without distraction. It was the opportunity to travel, to
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號(hào)-1