if you turn to measuring people on profit too soon and during high-growth stress, then they start to think about how they can cross-charge other functions or divisions (on office space, computers, people) so that they can make a quarterly bonus. They do this instead of focusing outside the company on increasing the revenue line. Further, there is a danger that measuring on profit can prevent managers from sharing their talent with other departments because they feel as if they are “paying for them” and bearing the brunt of the cost. This creates the wrong kind of behavior and culture, and is
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