Greed is not the same thing as ambition. There is a certain amount of passivity in any large organization that stalls initiative by decision makers. On some level this is a good thing, because it keeps people in charge from making costly mistakes without more of their peers being able to analyze the situation and see some flaws in the plan that the higher-ups might have overlooked. The net result, however, is that companies tend to take the safer bet with a lower risk factor than gamble on a riskier but more rewarding path. It's simply safer for companies to grab the low-hanging fruit.
That's not just human nature, that's nature in general. A company will seek the path of least resistance to accomplish its goals. If the goal is a 10% profit margin, it will take whatever steps allow it to achieve that margin for the smallest amount of time and energy.
If your theory requires the assumption that companies suddenly shift from being non-greedy when high profits are available to more greedy when things are less profitable you have left the realm of economics and reason and entered the realm of the absurd and religious belief.
Ambition and greed are not the same thing.
The goal is to make as much money as possible. This is limited by time, effort and capital.
I have never, ever, never, once in all of the businesses I have been involved in (and it has been dozens) heard anyone ,ever, say, ever, "let's not go after this opportunity because we already have enough profit".
And yet I have MANY times had a boss or manager reject a highly profitable option with the words "That seems overly complicated. Aren't we already doing enough?"
A good example: A few years ago I had to convince a board of directors that consisted almost entirely of fifty-year old former soccer moms to adopt a modern office network and LAN system for their computers. They were apparently still using dialup internet (yes, that's still a thing!), a website that hadn't been updated since 1998, and lacked the ability to process credit cards or eCommerce transactions of any kind. They communicated with their customers mainly through email, but that communication was extremely ineffective because because the person who checked the inbox didn't know how to use spam filters and so the inbox received around 200 emails a day, 99% of which were spam (so she spent 2 to 4 hours every day just checking and answering emails; that, plus returning phone calls from their antiquated voicemail system, was pretty much her only job).
I patiently explained to these people, who had managed to run their company this way for 30 years, that they would make a lot more money -- and KEEP a lot more money -- with some very simple changes to their business process. I laid out, in numbers, how much of their market share they were loosing by not accepting credit cards, and how they could boost sales by advertising online, by offering discount programs for online orders, and how to streamline communication by keeping the spam out of their inbox (and the very nice lady who did nothing but answer emails and take phone calls was happy to not have to do that all day anymore). Over the course of three years, I got them to reorganize their offices, updated their computers from Windows XP to Windows 10, got them an actual working LAN network, helped them buy their very first color printer, and got them to stop accidentally violating every fire code in existence on account of their not actually knowing that fire codes were a thing.
This for a company that had been in business
for thirty years.
. I still remember clearly the conversation the first time I suggested these changes, because it is the conversation that pops up every single time we hit on this subject:
Me: This is something we should do because it will boost our sales by x%, it will reduce expenses by y%, and it will make our clients happy, which will have an effect on our reputation and help bring in more business.
Director1: But won't this be really expensive? We don't actually know how much this is going to cost us. I don't think we can justify the costs.
Me: The cost is right there in the report I wrote for you. It's less than X% of your total income. I specifically chose a system that is cheap and affordable because I knew you were worried about keeping costs down.
Director2: Do you think we'll have time to learn a totally new system with all this other stuff going on? We have blah blah blah and blah blah blah coming up.
Me: We ALWAYS have things coming up, but this is the ideal time to make these changes, because things are good and we haven't had a major crisis in a while.
Director3: I don't think we should make a decision on these changes until we've had time to review the plan for this. This all seems really complicated.
Me: Which is why the 5-page document you are currently holding was emailed to you a month and a half ago and why I spent the last three weeks bugging you guys to read and review it... which, evidently, none of you did.
Director1: Sorry about that... well, thank you for your suggestions, but I think we should wait on this until we've had a chance to think about it some more.
[Three months later]
Director1: I called this emergency meeting because our accountant just informed us that sales are down and we are deeply in the red this quarter. If something isn't done soon, we could be in real trouble financially.
Director2: I figured that. Our clients are really unhappy and we've had a lot of complaints about service.
Director3: This is a serious problem. We need to find some way to boost sales, reduce expenses, and mend fences with our clients. Anyone have any suggestions?
Me: <sighs>
^ This happens approximately once every three months. And I've come to understand that this is not entirely uncommon in the corporate world: MANY companies actually hold off on making decisions -- even highly profitable decisions -- until forced to do so by a crisis.
It's not just the corporate world, as I explained to you, consumers do this too. People pass up opportunities to make money every day just because they don't see those opportunities or don't have enough confidence to pursue them. But a person who gets desperate enough will jump at opportunities he never would have before, just because his current situation is sufficiently uncomfortable to make the risk worthwhile.
In fact, this is the same basic logic of welfare reform: that people need to stop depending on government handouts and go out and get real jobs. It is assumed -- correctly -- that human laziness and complacency can sometimes overcome ambition and a person will not necessarily take the more profitable path of gainful employment even when given the chance to do so. There is no reason to assume that the poor are unique in this behavior; the comfortable and lazy welfare recipient has the same mindset as the comfortable and lazy corporate executive.