> In the board room, the question is always, "how can we increase the price of our stock?" Anything that is not illegal is on the table. If you don't take those

> In the board room, the question is always, "how can we increase the price of our stock?" Anything that is not illegal is on the table. If you don't take those actions, the board will find somebody who will. A rising tide floats all boats, though. The problem that the board has is the same problem that any large company has - when you can't familiarize yourself with everyone and every part of your business, you tend to replace them with abstractions, and when you replace them with abstractions, you tend to emotionally disengage from the faceless abstractions and make decisions affecting those abstractions without a real understanding of how it affects emotional change on the ground. This is why, let's call it activist management, is important. When management cares about its direct reports, and pushes their interests up the hierarchy, it leads to longer-term thinking. When people at the top of the hierarchy replace voice-listening with number-reading, they start to make shorter-term decisions.