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FIGURE
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The Percentage of Outstanding Stock Devoted to Stock Options*
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45% 40% Overhang Percentage 35% 30% 25% 20% 15% 10% 3 5% 5% 0% 1990 General Industry 2001 General Industry 2001 High Tech With extremes at 8 10% With extremes at 20 25% 18 25% With extremes at 30 40%
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12 15%
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*2002 Investor Responsibility Research Center Note: Percentages reflect total options granted plus total shares reserved for future option grants, divided by the total number of shares outstanding.
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PART ONE The Stock Option Problem
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companies such as Microsoft, Cisco Systems, and Intel have been very liberal in their granting of stock options to virtually all employees. When Intel was founded in 1968, options were granted to the professional staff, which represented about one-third of the workforce, the Wall Street Journal reported. In the mid-1990s Intel opted to make stock options available to all full-time employees. Like many other technology companies, the chip maker has used options heavily as a recruiting and retention tool. Grants can range up to 200,000 options, the Journal reported.8 Needless to say with such broad-based options, Intel opposes expensing them and continues to lobby against such proposals. In 2001 Intel estimated that expensing options would have reduced its earnings from $1.3 billion to $254 million.
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A SKEWED INCENTIVE SYSTEM
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While it s hard to fault the share the wealth philosophy behind the broad-based options plans, a problem occurs when these potentially lucrative incentives taint the corporate culture. There are dozens of stories and anecdotes out of the hi-tech world of millionaires, paper millionaires, and would-be paper millionaires amassing their fortunes from stock options. In the height of the technology boom, legions of 20-somethings went to work for technology firms, Internet boutiques, and dot-com start-ups for the promise of wealth when the company went public in the not-too-distant future. They signed up to work tirelessly for three or four years, sometimes for low pay, for these seemingly magical options that in a few years time would turn into small fortunes. Retire at 30 Live on a beach with plenty of f-you money in the bank All of it seemed to be within the realm of possibility in the world of technology and stock options. This highly skewed incentive system, however, strikes at the heart of capitalism, which certainly condones the reaping of rewards for one s labor but not the pursuit of an idle life of leisure at age 29. The technology phenomenon brought with it the mantra of work hard, get rich quick, and leave. But that was just the kind of mindset that was embraced by these counterculture firms, where blue jeans and cutoff shorts were part of the corporate uniform and entrepreneurial spirit meant we don t need no stinking bosses.
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CHAPTER TWO The Sources of the Problem
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The corporate culture was reflected in things like cool lunchrooms and hip cubicles. I ve been in a hundred of those places and with the popping of the technology bubble in 2000 and into 2001, most of them aren t there anymore. During their heyday they were able to attract 20-somethings and even some 30- and 40-somethings who thought this was really it for them. With a fist full of stock options, they knew what was in store for them: wealth and freedom. All they had to do was work their tails off in the meantime. As tempting as this was, it was not a healthy reason to go to work for a company. The real reasons to go to work for a company are because you fit in with the corporate culture, the job makes sense for your career path, you love the products, believe in the mission of the company, and like the people you work with not solely because you want to get rich in a hurry. The pendulum of ethical behavior is now swinging back to equilibrium. The bursting of the Nasdaq bubble and the decline of the overall stock market has left many stock options underwater meaning the current market price of the stock is far below the exercise price of the options. The value of these options is far less than when they were first granted and well below what employees had hoped it would be. This is a sobering reality for many technology executives and employees alike; they are now faced with the reality of paper fortunes that aren t worth much more than the paper itself. This is the taste of bitter medicine that is necessary to correct the current problem of executive compensation and to ensure a healthy corporate environment going forward. Reining in excessive stock option grants, balancing pay with performance, and measuring the total cost of compensation are steps that must be undertaken by companies and their boards of directors. This is not to curb the spirit of capitalism. Rather the pursuit of wealth should carry with it its own code of ethical behavior including effective systems of accountability.
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