This book is dedicated to all those executives who did the right thing for the wrong reason, and were acclaimed as geniuses and heroes; and to all those who did (he wrong thing for the right, the wrong, or no reason at all and still hold their overpaid jobs. Maybe there are less of the latter around than there used to be, though. Maybe there are more, many more, managements that actually do the right thing for I fie right reason, Deep recession and foreign competition have wonderfully concentrated the managerial mind-and wonderfully concentrated many a business on its roil business, as described in these pages, which is to manage the affairs of the corporation so that everybody involved (employees, stockholders, customers, communities) has good cause to be profoundly thankful for management's work.