Reposted by Ethics in Bricks
How does a family firm change after a private equity takeover? And what's the role of KPIs, reports, and other accounting devices in this process?
We answer these questions in our new open access publication in the European Accounting Review:
doi.org/10.1080/0963...
doi.org
![This was shocking. Clearly he has not yet grasped the fundamentals of our work.
There has to be some way to measure success in the Service. British Leyland can measure success by the size of its profits. [British Leyland was the name of the car manufacturer into which billions of pounds of taxpayers' money was paid in the 1980s in an attempt to produce full employment in the West Midlands. To be more accurate, BL measured its failure by the size of its losses - Ed.] However, the Civil Service does not make profits or losses.
Ergo, we measure success by the size of our staff and our budget. By definition a big department is more successful than a small one. It seems extraordinary that Woolley could have passed through the Civil Service College without having understood that this simple proposition is the basis of our whole system.
Nobody had asked the NW controller to save £32 million. Suppose everybody did it? Suppose everybody started saving money irresponsibly all over the place?
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