Margin Satisfaction and the Golden Rule

https://claude.site/artifacts/071508b2-0cfc-4832-89b5-63769bcdf0c3

Marginal Satisfaction: A Different Measure of Success

In a world obsessed with profit maximization and shareholder returns, we often overlook a fundamental question: What truly creates satisfaction in our economic lives? The concept of marginal satisfaction offers an alternative lens through which to view our economic decisions and structures.

Beyond Monetary Metrics

Marginal satisfaction examines how each additional unit of a resource, experience, or product contributes to our wellbeing. Unlike the relentless pursuit of financial growth, it acknowledges that satisfaction follows a curve – additional wealth, consumption, or profit provides diminishing returns once basic needs are met.

This perspective challenges the Friedman Doctrine that has dominated business thinking for decades, which states that a company’s sole responsibility is to increase profits for shareholders. While this approach has created enormous wealth, it has also contributed to:

  • Environmental degradation
  • Widening inequality
  • Worker exploitation
  • Social fragmentation
  • Ethical compromises

The Golden Rule Economics

“Do unto others as you would have them do unto you.” This ancient wisdom appears across cultures and faiths, offering a profound economic principle as well as a moral one.

When applied to business and economics, the Golden Rule suggests that true satisfaction comes not from maximizing one’s own gain regardless of impact, but from creating mutual benefit. It recognizes that our economic destinies are intertwined – that an economy built on exploitation eventually undermines itself.

Voices of Balance

Many visionary leaders have recognized the need to balance shareholder value with broader stakeholder concerns:

  1. Paul Polman transformed Unilever by eliminating quarterly reporting to focus on long-term sustainability, demonstrating that purpose and profit can align.
  2. Hubert Joly revitalized Best Buy by investing in employees and creating a people-centered culture that ultimately delivered strong financial results.
  3. Rosabeth Moss Kanter has consistently advocated for the stakeholder approach, arguing that companies serve society best when they consider all constituencies.
  4. Larry Fink of BlackRock has used his influence to push companies toward stakeholder capitalism, recognizing that long-term value creation depends on serving broader societal needs.
  5. Marc Benioff of Salesforce embodies the 1-1-1 model: dedicating 1% of product, equity, and employee time to philanthropic causes while building a highly profitable company.

These leaders understand what marginal satisfaction economics suggests: that beyond a certain point, additional profit provides less satisfaction than meaningful impact, purpose, and contribution.

What Would Jesus Say?

The teachings attributed to Jesus in the Gospels offer a powerful perspective on economics and satisfaction:

“What good will it be for someone to gain the whole world, yet forfeit their soul?” (Matthew 16:26)

Jesus consistently challenged the prevailing economic wisdom of his day, suggesting that true wealth lies not in accumulation but in contribution. He warned about the spiritual dangers of greed and taught that we should care for the poor and marginalized.

“It is easier for a camel to go through the eye of a needle than for someone who is rich to enter the kingdom of God.” (Mark 10:25)

These “red letter” teachings don’t condemn business or profit itself, but rather the prioritization of wealth over human dignity and spiritual values. They suggest that true satisfaction comes from living in alignment with deeper purposes – creating value for others, serving needs beyond our own, and recognizing our interconnectedness.

The Path Forward

Embracing marginal satisfaction economics doesn’t mean abandoning profitability. Rather, it means recognizing that profits are one measure of success among many, and that beyond a certain point, additional profit yields less satisfaction than purpose, contribution, and mutual benefit.

By balancing shareholder value with stakeholder wellbeing, we can build businesses and economies that generate not just financial returns, but true and lasting satisfaction for all.

Made with Claudia.ai after chats with Gemini, and ChatGPT.

Marginal Satisfaction

A framework for a coherent economic strategy built on margin satisfaction, stakeholder economy, and ethical principles:

Core Values:

Margin Satisfaction: Economic activities should aim to create value for all stakeholders (employees, customers, investors, community, environment) without diminishing the well-being of any one group.

Stakeholder Economy: Businesses have a responsibility to consider the impact of their decisions on all stakeholders, not just shareholders.
Golden Rule & Ethical Principles: Economic interactions should be guided by ethical principles such as fairness, compassion, and reciprocity (treating others as you wish to be treated).

Strategic Pillars:

Sustainable Practices: Businesses should operate in a way that is environmentally and socially responsible, considering long-term consequences of their actions.
Shared Prosperity: Economic growth should be inclusive, leading to a more equitable distribution of wealth and opportunities.

Employee Well-being: Businesses should invest in their employees’ well-being, offering fair wages, safe working conditions, and opportunities for growth.

Community Focus: Businesses should be active members of their communities, contributing to local development and social good.
Transparency and Accountability: Businesses should be transparent about their activities and accountable to all stakeholders.

Policy and Implementation:

Government Incentives: Policies like tax breaks or subsidies could encourage businesses to adopt stakeholder-oriented practices.
Consumer Power: Consumers can support businesses that align with their values and hold others accountable.

Socially Responsible Investment (SRI): Investors can direct their capital towards companies that demonstrate a commitment to stakeholder well-being.
Education and Awareness: Education about ethical economics and stakeholder capitalism can promote a cultural shift towards a more just and sustainable economic system.

Challenges and Considerations:

Balancing Interests: Finding the right balance between the needs of different stakeholders can be complex.
Measuring Progress: Developing metrics to measure the success of a stakeholder-based economy is essential.

Global Cooperation: Implementing these strategies effectively might require international cooperation to ensure a level playing field.

Inspiration from Faith Traditions:

Golden Rule: This principle of treating others as you wish to be treated can be applied to economic interactions, fostering fairness and cooperation.
Teachings of Jesus and Buddha: Both emphasize compassion, social justice, and caring for the less fortunate. These principles can guide economic decisions towards a more inclusive and equitable system.

Summary of Employee Ownership Model for Marginal Satisfaction Economy

In order to address the satisfaction of the employee as a key stakeholder the model emphasizes employee ownership, shared prosperity, and long-term focus within a stakeholder economy built on the concept of marginal satisfaction. Here’s a breakdown of the key elements:

Employee Ownership Structure:

  • Non-tradable Shares (35%): All employees receive non-tradable shares, giving them a permanent ownership stake in the company and a vested interest in its long-term success.
  • Tradable Share Pool (10%): A separate pool of tradable shares becomes available to qualified employees after 4 years of employment. The price is set based on the employee’s start date, rewarding loyalty.
  • Top Management Exclusion: Top management (defined by control over 5% of employees or revenue generation and earning 4x the average salary) is excluded from tradable shares but retains non-tradable ownership.

Incentives and Alignment:

  • Long-Term Growth: The share price for tradable shares reflects the company’s long-term growth, incentivizing employees to prioritize sustainable success.
  • Profit Sharing: Top management receives a guaranteed bonus component based on company profits, aligning their interests with overall profitability.
  • Retirement Liquidity: Non-tradable shares become tradable upon retirement, offering employees financial security and a chance to benefit from share value appreciation.

Return of Non-tradable Shares:

  • Vesting Period: A vesting period (e.g., 2 years) can be implemented for non-tradable shares. If an employee leaves voluntarily or is let go within the vesting period, they forfeit their non-tradable shares. After the vesting period, employees retain their non-tradable shares upon departure.
  • Buyback Option: The company may choose to offer a buyback option for non-tradable shares at fair market value, allowing departing employees to receive some financial benefit while maintaining the overall ownership structure.

Overall Benefits:

  • Shared Success: This model fosters a sense of shared ownership, aligning employee interests with company performance at all levels.
  • Long-Term Focus: The structure incentivizes both short-term (tradable shares) and long-term commitment (non-tradable shares), promoting sustainable growth strategies.
  • Fairness and Transparency: The clear ownership structure, profit-sharing mechanisms, and defined rules for non-tradable share returns promote fairness and transparency.

Challenges and Considerations:

  • Market Fluctuations: Employees with tradable shares might face short-term concerns due to market volatility. Clear communication and long-term focus are crucial.
  • Profit Fluctuations: Calibrating the profit-sharing bonus for top management is essential to ensure sustainability during lean periods.

Further Exploration:

  • Metrics for Bonus Structure: Explore metrics beyond just profits for determining the bonus component for non-tradable share employees.
  • Communication Strategies: Develop effective communication strategies to explain the model’s benefits and address employee concerns.
  • Culture of Shared Ownership: Foster a culture where all employees feel invested in the company’s success, regardless of ownership structure.

By addressing these challenges and continuing to refine the model, we can create a system that promotes employee well-being, long-term growth, and a more equitable stakeholder economy built on the principles of marginal satisfaction.

Remember, this is just a starting point. We can refine this framework further by:

Specifying concrete policies and mechanisms: How can we incentivize businesses to adopt stakeholder-oriented practices?

Addressing potential trade-offs: How can we balance economic growth with environmental sustainability and social justice?

Incorporating specific examples: Can we find real-world examples of businesses that are successfully implementing stakeholder capitalism principles?

By working together, we can explore these questions and develop a more concrete plan for an economic system built on margin satisfaction, stakeholder well-being, and ethical principles. This economic strategy has the potential to create a more just, sustainable, and prosperous future for all.