Who Really Matters

About the Author

Art Kleiner is a renowned author and consultant known for his insightful analysis of corporate dynamics and organizational behavior. As the director of research at Dialogos and a faculty member at New York University's Interactive Telecommunications Program, Kleiner brings a wealth of experience and knowledge to his work. He is also a columnist for strategy+business magazine, where he shares his expertise on business strategy and leadership. In his book Who Really Matters: The Core Group Theory of Power, Privilege, and Success, Kleiner delves into the often-overlooked dynamics of power and influence within organizations, offering readers a unique perspective on what drives decision-making at the highest levels.

Main Idea

The central thesis of Who Really Matters is that within every organization, there exists a "Core Group" whose interests and priorities dictate the majority of decisions made. Contrary to the popular belief that customers or shareholders are the primary focus of a company's actions, Kleiner argues that it is this Core Group—comprising key executives, influential employees, and sometimes external stakeholders—that truly holds sway. The book explores how this group influences decision-making processes, how individuals can identify and navigate these dynamics, and the implications for both personal career growth and the overall health of the organization.

Table of Contents

• The Core Group Comes First
• The Effect of the Core Group on Decision-Making
• Common Core Groups and Their Membership
• Power and Legitimacy
• Knowing Your Boundaries
• Leading the Core Group
• Building a Portfolio of Equity
• The Shadow Core Group

The Core Group Comes First

In the opening chapters, Kleiner debunks the myth that "the customer comes first" in corporate settings. Instead, he introduces the concept of the Core Group, a select circle of individuals whose needs and desires take precedence over all others. This group is not inherently negative; rather, it provides the organization with energy, direction, and a sense of purpose. However, the focus on the Core Group often leads to actions that prioritize the interests of a few over the many. For instance, decisions such as executive pay raises or strategic mergers are frequently made to benefit this group, sometimes at the expense of long-term organizational health or public perception.

"The customer does not come first. The customer comes eighth." - Art Kleiner

This provocative statement encapsulates the reality that, in many companies, customer satisfaction is often a secondary consideration. The anecdote about the Exxon executive who candidly listed several senior leaders before mentioning the customer highlights how deeply entrenched this mindset can be. The Core Group's influence can lead to a range of behaviors, from frugality to excess, all driven by the need to fulfill its members' perceived priorities.