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The Problem with Options 6 The Current Situation 8 Executive Wealth and the Positive Power of Greed 9 Stock Options and Corporate Culture 10 Shareholder Activism 11 The Specter of Government Regulations 13 A Sea Change for Options and Executive Compensation 15 Board Responsibility 15 What Do You Think 18
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Brief History of Compensation 19 Cultural Phenomena 21 Modern History of Compensation 27 Lessons of the LBO 29 When Executives Become Owners 33 The Role of Boards in Compensation 35 Stock Options for Start-Ups and the Technology Revolution 38 A Skewed Incentive System 40
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Copyright 2004 by The McGraw-Hill Companies, Inc. Click Here for Terms of Use.
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The Accounting Story 43
Behind the Scenes of the Accounting Debate 45 FASB s Renewed Campaign 48 Measuring the Value of Options 51 Determining Fair Value 54 A New in the Story 58
PART TWO
ELEMENTS OF THE SOLUTION 63
Four
An Accounting Solution Everyone Can Live With 65
Accounting Rule Implications 67 Special Treatment for Start-Ups 69 What Do You Think 75 Bridging the Gulf 76
Five
Valuing Options 81
Black-Scholes and Beyond 83 The Four Guiding Principles 88 The Purposes of Stock 91 What Do You Think 92 The Transition to Expensing Options 93
Six
Providing the Right Questions and the Right Tools for Boards 101
Board Members Concerns 102 The Tyranny of Competitive Data 104 Taking a Deeper Look 110 What Do You Think 114
CONTENTS
Seven
Making Options Performance Based 117
Weighing Performance-Based Options 118 The Purpose of Options 119 Adding Performance Measures 120 Dealing with Underwater Options 122 Other Option Tricks 125 What Do You Think 127 Bringing Balance to Executive Compensation 127
Eight
Designing a Balanced Portfolio of Incentives 131
The Risk Decision 131 The Psychology of Risk 132 From Bureaucrats to Innovative Thinkers 133 Taking a Healthy Risk 134 The Balanced Portfolio Approach 136 The Benefit of Stock Ownership 142 A Revolutionary Stock Concept 143 What Do You Think 144 Building a Balanced Incentive Program 145
Nine
Building Healthy Employee-Employer Contracts for Public and Private Companies 149
An Unhealthy Contract 151 Lessons of the New Economy 154 Making Healthier Contracts 155 The Role of Compensation 156 The Role of Long-Term Incentives 161 The Private Company 162 What Do You Think 164 Valuing People and the Purpose of the Corporation 164
CONTENTS
PART THREE
THE PATH TO ACCOUNTABILITY 169
Ten
Restoring Corporate Integrity 171
Restoring Corporate Integrity: 9 Steps to a Healthier Organization 173 What Do You Think 180 The Role of the CEO 180
Eleven
Vision for the Future 185
The Power of the Corporate Executive 186 A Vision for the Future 187
Endnotes 193 Index 195
F O R E W O R D : A C O N V E R S AT I O N B E T W E E N D O N D E LV E S A N D P A U L VOLCKER, FORMER FEDERAL RESERVE CHAIRMAN
When I set out to write this book, my topic was stock options. Specifically, my intent was to explore the much debated issue of expensing stock options. While that remains an essential theme of this book, it is impossible to address stock options without looking at the broader picture. Put another way, stock options are the trees; executive compensation and effective corporate governance are the forest. After completing this project, I am left with several compelling questions. What can we do differently How can executive compensation become more balanced and healthier What changes in corporate governance are necessary to ensure that independentminded boards are better equipped to design and implement executive compensation packages that are based on performance How can ownership in a corporation be used as a reward after performance is demonstrated instead of as a perk that comes with the job This then leads to the ultimate question: what is the purpose of the corporation and how is its success measured Is the end goal of the corporation to serve its shareholders If so, then the stock price would be the ultimate benchmark of its success. Or is the purpose of the corporation something more, with shareholders, executives, board members, and employees as integral parts of a greater mission These are the questions I had in mind when I spoke with Paul Volcker, former Federal Reserve Chairman (1979 to 1987) and current chairman of the International Accounting Standards Committee (IASC) Foundation, which oversees the International Accounting Standards Board (IASB). Mr. Volcker is also among the 12 members of The Conference Board s Commission on Public Trust and Private Enterprise, which has undertaken an in-depth study of compensation, auditing, and governance issues. He is an outspoken advocate for better corporate governance and more sensible executive compensation. In our discussion I was pleased to find that Mr. Volcker and I shared many views, particularly the need for a better system of executive compensation and more rational use of stock options. An excerpt from our conversation follows:
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