I might be the minority here but I didn't really find this article worthwhile. On one hand it was a nicely documented theory that 'makes sense' but I have my d

I might be the minority here but I didn't really find this article worthwhile. On one hand it was a nicely documented theory that 'makes sense' but I have my doubts about how connected to reality it is. On the other it was written by someone who has had a series of bad managers and is pointing out the flaws with them. From the studies I read, the biggest correlation between leaving a company and variables is the relationship with your direct manager. Good managers will take the time to understand an employees ambitions and goals, and work with them to meet those exceptions in their current role or provide a path to a new role which will meet the employees goal. Neglecting to do this due diligence with your employees will leave them feeling isolated and itching to switch jobs. That's where I think this guy's theory falls apart. There is no value apex, software is software everywhere you go, the only variable is how it is managed. Instead of a value apex I would replace it with a fulfillment meter, consider is each of your employees fulfilled at their current position and if not why not? That's the question you should be asking and those are the problems you should be solving.