I actually disagree with the premise & ironically so did Henry Ford.
Ford learned, as everyone does in manufacturing, that the “1,000 things” an intrinsically motivated, long term employee does are not interchangeable.
It was Taylor (of Taylorism) who proposed companies should work this way. It has never been proven to work & often disproven.
In every org, that I’ve personally seen the inside of, the concept of interchangeable talent has been an utter fiction.
Even at franchises, one key employee is often the difference between success & disaster.
However, our leadership class has both a social and educated POV that is articulated in this post.
While I don’t disagree that a shareholder-return driven entity can never properly appreciate the value of individual team members, Henry Ford took the case all the way to the Supreme Court to fight against that. He lost.
The preternatural rise of the entrepreneurial spirit - wherever it occurs - rarely devalues loyal, thoughtful team members. Those that do are sending up a flare gun that they are pushing to an exit with little concern for what happens after they cash out.
Unfortunately we’ve hit the zenith where finance philosophies (which is what they are, not facts) have become so ubiquitous it’s career suicide to say otherwise.
I’m so grateful founding is still a viable alternative path.