ABSTRACT
The scope of what used to be the right thing was rather narrow in past centuries: if shareholders received their dividends and saw their investments growing, and if the organization expanded, then the “right thing” was achieved. Moreover, the right thing was also achieved if competitors were eliminated, regardless of what it took. Examples of leaders praised for doing the “right thing” in these past times will serve as illustration. The term sleepwalking will be discussed as a delineation of mindless performance.
