I’ve actually fought my entire life against the “game” of business. I don’t like the lingo, I don’t like the corporate nonsense, and I don’t like how business in general is conducted. I mostly work by myself. I’ve simply learned some skills that let me produce value for businesses so they want to give me a paycheck, but even then it’s always an ongoing challenge because anyone can be removed from a role at any time and for any reason.

I work high up in large business, so I know how it works.

Let’s say you’re correct, so what? Let’s say I have $10,000 to invest. I notice that the electronics sector is a good place to invest based upon recent trends, so I want to invest there. I do some research and conclude I will either invest in Apple, or Samsung.

If I choose Apple and they give me a 5% return on investment but Samsung gives me 8%, I will invest with Samsung. My money isn’t a charity, it’s an investment.

I am relying on the company to do the best job that they can to provide me with a return on my investment because I would actually LOSE money on my investment, and if I keep losing money, that would be quite irrational of me to keep investing, wouldn’t it?

And if Samsung ends up getting 70% of the investment and Apple only 30%, Apple is going to go out of business, and it should. This would fundamentally mean that Samsung is the superior business in that sector and Apple is doing so poorly that it should not exist.

Investors by the way do not obtain a fixed percentage of profit from a company’s income statement. What they receive depends on a myriad of things like earnings through dividends, equity appreciation, interest rates, type of investments, etc.

Publicly traded companies have benefits over private. They for instance, can produce large amounts of money through selling stock or bond issuing, and shareholders being able to easily buy/sell shares gives good data on company value. Private businesses on the other hand often have more limit on raising funds, so it can make it very challenging, if not impossible, for private companies in some sectors to compete with publicly traded ones. Keep in mind it’s also more complicated than that.

I can give you an example from my business life as well. About 5 years ago a mid-market business (let’s just say around 5 billion in annual revenue) was bought by a private equity firm. The reason was the business was failing. If not for private equity, the business likely would have died.

Through private equity and their investor base, the business is still afloat and doing even better. Private equity was able to invest in the business to make it more profitable, but they don’t want to do that with nothing to gain. The goal in that investment is they make enough of a return in the future that they made a profit off the endeavor. It’s a risk - the firm could have invested billions only to see nothing but a loss. Do that too often and the entire firm would fail and thus, close.

A lot of terminations were done too, but new people were also brought in and a lot of changes were made.

But without giving to that investment, the business would have failed and 100% of its employees would have been without a job. This business currently employs over 10,000 people, mind you.

I would presume this would eventually be the final byproduct, assuming we don’t extinct the human species.

This isn’t quite how it works. Generally in medium to large businesses - meaning at least a billion a year in annual revenue - oftentimes how it works is a given business unit (BU) will be given a budget. This is usually based on analysis and projections based on the previous fiscal years as well as projections on growth goals.

The VP of that BU will need to spread that budget across their unit as best they can. This will include everything from promotions to new hires. Keep in mind that it could cost a business $160 an hour to hire one full time employee who only makes $50 an hour, all things depending. In many roles, it can take a year or more to get a new hire up to speed in their new role. At $160 an hour, that’s $332,800 against your budget and that first year will not recoup 100% of the potential output of that new hire who will likely not be putting out their fullest until around a year or more, so you’re looking at what more or less accounts to over a quarter of a million just to train a new employee for one year so they can start putting out the same level of work as someone of their level should be.

Then consider if you’re an international company. The business I work for for example is in 60 different countries. All of those countries have different regulatory practices that require a lot out of the HR business unit(s). Some countries have regulatory requirements that force the business to utilize software that can account for those regulations that cost millions annually and aren’t even very good, but there isn’t a good alternative, so it’s either pay that or fall out of compliance, which is not really a viable strategy.

If you have 100 employees in your unit and you want to give them all a 3% annual raise but you’re not given a larger budget unless you grow that side of the business (in other words, you self fund), then where are you getting that revenue stream from?

In many cases you have to set up projects yourself from the top-down, such as requesting from your directors that they begin brainstorming ways to generate revenue. This could be through efficiencies, for example. If you were a director in HR for example, maybe you want to take a look at your team’s processes and see what could be automated. That project alone requires expertise, and those kinds of analysts aren’t cheap. Then you need engineers to perform the automation, which are also not cheap, and you need a surefire return on investment there because the end goal might be to free up 25% of your team’s labor through automation of their current processes, but you may not see a return on investment for 2 years, then by the third year the return isn’t even enough to hire an additional 3 people, let alone give an entire team of 100 a 3% raise.

So you might argue then, “well why can’t the business just give that BU a larger budget?” And there are a few answers. I won’t list them all here, but some examples would be is there something your team could be doing to increase their value to warrant taking budget from elsewhere to funnel into your team? Or every year is it just expected that 3% of the budget go into the employees without an ounce of those employees providing any additional value? To seriously simplify, if the business makes $100 and they pay $50 to their employees and $30 to their shareholders and $20 is reinvested in the company, why should the business pay the employees 60%? HOW do they pay them 60%? They have to take it from the shareholders or the reinvestment, and take too much from the reinvestment and your competition will put you out of business, and take too much from the shareholders and they will invest with your competitors - see the problem?

Many employees don’t understand that they have to increase their perceived value to warrant more, and few do.