In article ,
Mark Howell wrote:


But then came the entrance of the huge publicly-traded corporations,
and Wall Street demands for revenue and cash flow increases that
wildly exceeded the rate of economic growth. I know of one major
company that insisted on 15% annual cash flow increases in a region
with 2% economic growth. This is not sustainable for more than one or
two quarters. But without such numbers, the stock would get hammered.
And some managers, such as one recently departed major figure whose
name will go unmentioned here, were so focused on the immediate
quarterly numbers that they simply refused to consider the long-term
impact on the industry. Somehow we forgot concepts like demand-based
pricing (a staple of the travel industry for decades) and grid rate
cards.


It's easy to see if you follow the news regularly that the above is a
trend in all kinds of businesses. In many it leads to constant
"restructuring" (layoffs) to eek out a bit more profit, even though the
company is thriving without the restructuring. Our masters have lost all
sense that they need to keep their greed in some kind of check.

Leonard

--
"Everything that rises must converge"
--Flannery O'Connor