????我們當前的資本市場構建在一個危險的謊言之上，即企業的唯一使命是給股東價值回報。在這一框架下，華爾街交易員、按揭經紀人和其他人采取的每項行動都有正當理由，而且在道義上無可厚非。他們的工作就是盡可能多的擴大銷售，賺取盡可能多的價值，從而給股東以價值回報。只要股東價值最大化仍是我們的指導原則，任何監管方面的改革都無法改變這種基本行為方式。因為高管們只是按規矩辦事而已。

????因此，我們需要改變評判機制。我們需要認識到，讓高管們關注股東，將股價作為衡量給股東價值回報的替代性指標，結果會讓高管們忽視真正重要的東西。我們應當讓高管們關注客戶和雇員，讓他們做出使客戶最滿意的決定，因為只有這樣才能實現各種形式的價值。

????怎么才能做到這些呢？我們要逆轉鋪天蓋地的股權激勵潮。我們認為，股權激勵計劃并沒有將股東利益同高管們的利益聯系在一起，而是加劇了短視行為，造成股價大起大落，損害長期股東的利益。這類計劃還導致高管們更看重預期性市場（即資本市場，也就是價值的交易環節）而不是真實市場（即制造和銷售產品及服務的市場，也就是價值的創造環節）。如果我們的商界領袖們將注意力轉回到真實市場（這個市場由來自99%人群的顧客和雇員構成），我們或許就可以解決美國切實存在的不滿情緒了。

????“占領華爾街”運動可以成為變革的催化劑。但我們必須要問到點子上。到目前為止，這場運動的下一步尚不明朗。或許，冬季的到來會讓占領者取消露營。或許，天氣狀況和緊張情緒將導致極端暴力的、非常糟糕的結局?；蛟S，這場運動會繼續擴大化，一如過去幾周的情形，繼續蔓延到更多的城市，卷入更多的人。無論是哪種情況，商界都需要深入挖掘這場抗議運動的根源，認真思考，慎重回應，重新制定規則，而不是被動等到由他人來改寫規則的那一天。

????Roger Martin現任多倫多大學（University of Toront）羅特曼管理學院（Rotman School of Management）院長。他曾被提名為全球最具影響力的50位管理思想家之一和全球最有影響力的十位企業教授之一。他是《Fixing the Game: Bubbles, Crashes, and What Capitalism Can Learn from the NFL》一書的作者。他還擔任著湯森路透（Thomson Reuters）和黑莓手機制造商Research in Motion的董事。Jennifer Riel現任羅特曼管理學院Desautels Centre for Integrative Thinking副主任，是《Fixing the Game》一書的編輯。

????Our current capital markets are structured around a dangerous lie -- that the sole function of the corporation is to return value to shareholders. Under this construct, every action undertaken by Wall Street traders, mortgage brokers and the rest make perfect sense and are morally unambiguous. It was their job to sell as much as they could, to grab as much value as possible, in order to return that value to shareholders. So long as shareholder-value-maximization remains our governing principle, no change in regulations will change the fundamental behavior. Executives are simply acting according to their incentives.

????So we need to change the incentives. We need to recognize that by focusing our executives on shareholders, and on share price as a proxy of the value delivered to them, we are turning them away from what matters. We should want executives to focus on their customers and their employees. We should want them to make choices that maximize customer delight, recognizing that value of all kinds will follow from that orientation.

????How do we get there? We reverse the pervasive trend towards stock-based incentive compensation. We recognize that rather than aligning the interests of shareholders and executives, stock-based incentive compensation drives the short-term thinking that creates volatility and produces crashes, working definitely against the interests of long-term shareholders. It creates orientations towards the expectations market (the capital markets, where value is traded) instead of the real market (the marketplace in which products and services are created and sold, where value is created). Perhaps if our business leaders were to turn their attention back to the real market -- composed of customers and employees from the 99% -- we could address the very real discontent that resides there.

????The Occupy Wall Street movement can be a catalyst for change. But only if we ask the right questions. As of now, next steps for the movement are unclear. Perhaps winter will cause the occupiers to decamp. Or perhaps conditions and fraying nerves will lead to a very violent, very bad denouement. Or perhaps the movement will continue to grow and spread, as it has over these past weeks, to more cities and more people. In any case, the challenge for business is to dig deeper into the roots of the protest and to respond thoughtfully, rewriting our own rules before they are rewritten for us.

????Roger Martin is dean of the Rotman School of Management, University of Toronto. He has been named one of the top fifty management thinkers and ten most influential business professors in the world. He is the author of "Fixing the Game: Bubbles, Crashes, and What Capitalism Can Learn from the NFL." He serves on the Thomson Reuters and Research in Motion boards of directors. Jennifer Riel is Associate Director of the Desautels Centre for Integrative Thinking at the Rotman School and editor for Fixing the Game.