The purpose of this organization is to unify a powerful and influential group of non-C-suite/corporate board professionals across industries, leveraging their collective strength to influence government, defense, and legislation. The organization seeks to raise awareness and educate society about the challenges within each industry, highlighting specific roles and functions where possible, and solving these challenges through political strategy. This includes cross-functional collaboration with global partners, fostering new business partnerships, and improving working conditions.

While global corporate leaders can provide a broad overview of what is happening in their industries and attempt to implement policies based on their interactions with other business leaders and politicians, it is the executives, directors, and managers within operations, sales, healthcare, finance, and engineering (the “in-the-trenches” professionals) that possess the detailed knowledge of issues, constraints, bottlenecks, innovations, and solutions and are constantly exposed to the effects of arising changes. As these professionals interact and collaborate, communication improves, and scalable ideas emerge.

Following the tenure of General Electric (GE) CEO Jack Welch, the term “shareholder value” became entrenched as a corporate mantra. Welch, who served as CEO from 1981 to 2001, popularized this concept, which emphasized maximizing profits for shareholders, often through cost-cutting measures. While this approach did result in short-term profit gains, it also had significant long-term negative consequences.

Welch’s cost-cutting strategies included heavy reductions in GE’s workforce and a focus on GE Capital, which led to an overemphasis on financial services at the expense of the company’s core manufacturing business. GE’s sales, particularly in the industrial sector, did indeed suffer in the long run, with the company facing an 80% decline in stock value by the time of Welch’s departure in 2001. Consumer faith in GE household products were at an all-time low, with shoddy quality, at best, being standard. At the same time, GE’s profits surged, largely due to investments in GE Capital, which specialized in high-risk financial products, including the trade of junk bonds and corporate debt (Flanagan, 2002).

The “shareholder value” model championed by Welch ultimately became a guiding principle not just for S&P 500 companies, but for businesses worldwide. The model’s emphasis on financial returns at the expense of other stakeholders (employees, customers, etc.) led to increased capitalization of many companies. However, it also contributed to a larger trend of corporate “dehumanization,” a focus on the bottom line often came at the cost of employee well-being, job security, and internal company culture.

Welch’s management style and the admiration of his cost-cutting approach by boards and executives throughout the corporate world led to the creation of more bureaucratic layers and hierarchical structures in companies. As profits were prioritized, corporate boards, executives, and shareholders began to pull away from engaging with the day-to-day operational realities of their businesses, which resulted in a “disconnect” between those at the top and the non-executive employees who held specialized knowledge of the company’s inner workings.

In this environment, employees, particularly those from middle-class backgrounds, were increasingly disenfranchised. The notion of upward mobility in corporations diminished, making it almost impossible for non-executive employees to rise to C-suite and board positions unless they were closely connected to key decision-makers. In many cases, family ties (nepotism), seniority, or networking played a critical role in attaining such positions.

Every Fortune 500 company as well as many mid and small-capitalization businesses, even entrepreneurial companies internally make shareholder value optimization their primary objective and, in the long-term, they will ultimately sacrifice all and more that GE did to pursue improved shareholder value.

In today’s economy, many non-executive professionals, who are often the actual subject matter experts and stalwarts within their companies and industries, are questioning the value of corporate employment and the role of capitalism in their lives. This growing disenchantment, particularly among middle-class employees, highlights the need for an organization that can serve as a voice for these professionals. Such an organization would foster cross-functional partnerships, create scalable educational opportunities, and offer political and legislative leverage to advocate for change. Anchor biases within C-suite leadership and corporate boards often prevent emerging leaders from actually breaking barriers into the ultimate leadership positions at any organization.

The aim of this organization is to improve networking opportunities, raise awareness of challenges faced by mid-level professionals, and engage with lawmakers, corporate leaders, and other industries to improve career prospects, working conditions, and opportunities for growth. It is about enabling non-executive professionals to have a voice and to empower them to drive change within their industries and communities.

“To cultivate a global network of influential professionals from all industries, creating an unparalleled platform for leadership, governance, and global influence. We empower our members to advance societal, economic, political, and ideological change, and to drive progress through collaboration and action on the issues that will shape the future of the world.”