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Too often top management focuses primarily on inputs and outputs of the firm, but has little daily information about whether customers are being frustrated, satisfied or delighted. However, one of the most critical pieces of information about the future health of an organization concerns the results of what the firm does for its customers, are they delighted or frustrated? This paper aims to address this issue.

The paper discusses six tools that can measure how well the firm is delivering customer value and satisfaction.

The measurement of outcomes and customer delight thus requires more than the adoption of a new set of terminologies and tools. It is a different way of thinking, speaking and acting in the workplace.

Ultimately the tools and the methodologies are less important than the internal conversations surrounding them. This dialog enables the managers and the people doing the work to get inside the mind of customers and focus on what might delight them, and to track whether that is being accomplished.

For those organizations that are learning to thrive in the new era of customer capitalism and have committed themselves to delighting their customers, tools like Net Promoter Score, user stories, value stream and cycle time measurement and social media offer the possibility of seeing what is happening to customer outcomes in real time.

Investors balked when JP Morgan Chase bank planned to spend heavily on technology. They understood that to succeed in digital, JPM needs to base its strategy on what unique benefits customers will get now and in the future from its digital banking services.

JPM must rethink how banking can be re-invented to improve customers’ lives, using the new capabilities of digital.

Because of its lack of a customer focus, JPM’s market capitalization is not only growing more slowly than the tech giants, it is growing even more slowly even than the average S%P 500 company.

The lesson is that companies with a customer primacy mission statement and a supporting, well designed investment strategy, out perform their peers.

The article links customer primacy mission statements, future oriented tech investment strategies and successful corporate growth.

The author adds six books to a cannon of books that together delineate the emerging practice and theory of radical management.

The author identifies the mismatch between modern business' need to achieve continuous innovation in product development and service delivery and traditional, hierarchical management.

The paradigm shift to radical management involves not merely the application of new technology or a simple set of fixes or adjustments to hierarchical bureaucracy. It means basic change in the way people think, talk and act in the workplace–including changes in attitudes, values, habits and beliefs.

This masterclass shows how the paradigm shift in leadership and management can generate dramatic reductions in cost, size, and time, and improvements in convenience, reliability and personalization, of products and services.

This masterclass defines the principles authors need to follow to successfully prescribe useful approaches and best practices for surviving and thriving the management revolution in the creative economy.

The author believes that business leaders and writers are increasingly exploring a fundamental rethinking of the basic tenets of management. This paper aims to address this issue.

The paper analyzes five shifts: the firm's goal (a shift from inside‐out to outside‐in); role of managers (a shift from controller to enabler); mode of coordination (from command and control to dynamic linking); values practiced (a shift from value to values); and communications (a shift from command to conversation).

Among the most important changes being proposed are five basic shifts in management practice.

This paper offers a creative analysis of current business thinking.

The raison d'être of the firm shifts from reducing transaction costs to scalable collaboration, learning and innovation.

By adopting a people‐centered goal, a people‐centered role for managers, a people‐centered coordination mechanism, people‐centered values and people‐centered communication the leaders of a firm can focus on the people who are its customers.

This paper aims to examine current research trends into corporate governance and to propose a different dynamic, humanistic approach based on individual purpose, values and psychology.

The paper reviews selected literature to analyse the assumptions behind research into corporate governance and uses a multi‐disciplinary body of literature to present a different theoretical approach based at the level of the individual rather than the organisation.

The paper shows how the current recommendations of the corporate governance research models could backfire and lead to individual actions that are destructive when implemented in practice. This claim is based on identifying the hidden assumptions behind the principal‐agent model in corporate governance, such as the Hobbesian view and the Homo Economicus approach. It argues against the axiomatic view that shareholders are the owners of the company, and it questions the way in which managers are assessed based either on the corporate share price (the shareholder view) or on a confusing set of measures which include more stakeholders (the stakeholder view), and shows how such a yardstick can be demotivating and put the corporation in danger. The paper proposes a humanistic, psychological approach that uses the individual manager as a unit of analysis instead of the corporation and illustrates how such an approach can help to build better governance.

The paper's limited scope can only outline a conceptual framework, but does not enter into detailed operationalisation.

The paper illustrates the challenges in applying the proposed framework into practice.

The paper calls for the use of an alternative unit of analysis, the manager, and for a dynamic and humanistic approach which encompasses the entirety of a person's cognition, including emotional and spiritual values, and which is as of yet usually not to be found in the corporate governance literature.

The purpose of this paper is to examine the critical assumptions lying behind the Anglo American model of corporate governance.

Literature review examining the concept of a nexus of contracts underpinning agency theory which, it is argued, act as the platform for neo‐liberal corporate governance focusing on shareholder wealth creation.

The paper highlights the unaddressed critical challenge of why eighteenth century ownership structures are readily adopted in the twenty‐first century.

A re‐examination of wealth creation and wealth redistribution.

The paper is highly original due to the fact that few contributions have been made in the area of rethinking shareholder value.

Believing that the goal of maximizing shareholder value as reflected in the stock price and the management methods of hierarchical bureaucracy combine to cripple the capacity of the firm to innovate, the author offers a new management model.

Assuming that the goal of the change process is to foster continuous innovation of products and processes to serve customer needs, the author lays out a roadmap for leaders seeking to move beyond maximizing shareholder value and re-engineering bureaucracy.

Any new management model should align with the concept that the best way to serve shareholders’ interests is to deliver value to customers.

Practices like self-organizing teams, platforms, networks and ecosystems enhance and magnify the value of what employees themselves want to do. Instead of hierarchical management having an adversarial relationship with employees, managers can have a collaborative trusting relationship where institutional and personal goals coincide.

The article offers leaders a rationale for instituting a combination of managerial, social and political approaches, with change platforms that are allied to an inspiring social and political change movement.