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PART TWO Elements of the Solution
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of their options (and other long-term incentives) as of the grant date. The resulting total cost of management should be compared to a peer group of other companies. Weighing this cost against various performance measures will result in a return on management showing what the company is getting for what it pays. Once the return on management is determined, a company can start to see the relationship between changes in profits and the total cost of management. Are the changes commensurate If profits went up 15 percent, for example, did the cost of management go up by an appropriate percentage How does that compare to other companies in the peer group Each of these analyses is possible with existing data. All that is required is the determination by boards to insist on more thorough analyses and to dig into one of the most critical issues in corporate performance.
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TAKING A DEEPER LOOK
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The subject of board governance with respect to executive pay, however, cannot stop at improved measurement and data analyses. It requires a deeper look at the role of the board itself. Looking at history, we gain a better perspective on this investigation. As discussed in 2, corporations owned by nonmanager stockholders started in the early 1800s but did not really become widespread until the Industrial Revolution. What distinguished these companies was that they were founded as corporations whereas before that time individuals or families owned virtually all companies. These new corporations were able to raise vast amounts of capital to fund ambitious ventures like building railroads, steel mills, and automobile plants. Through sales of stock, they had access to thousands, if not hundreds of thousands, of investors, instead of just a handful of people or family members. Because of their complexity, these new corporations hired managers to run them. For the first time in history, there was a separation between managers and owners. This created a need for a strong board of directors, elected by the shareholders to oversee the activity of the hired management. What made the board of directors necessary was the realization that hired management couldn t
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CHAPTER SIX Providing the Right Questions and the Right Tools for Boards
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always be expected to act in the best interest of the shareholders and owners. Human nature being what it is, the hired managers will act in their own best interest, which may not always be in sync with the best interest of shareholders. This continues to be a major issue today, requiring not only better executive compensation programs, but better governance and oversight. Economist Adam Smith recognized this issue some 200 years ago in his seminal work, The Wealth of Nations. The directors of such companies, however, being the managers rather of other people s money than of their own, it cannot be well expected, that they should watch over it with the same anxious vigilance with which the partners in a private co-partnership frequently watch over their own. Like the stewards of a rich man, they are apt to consider attention to small matters as not for their master s honor, and very easily give themselves a dispensation from having it. Negligence and profusion, therefore, must always prevail, more or less, in the management of the affairs of such a company. 16 In the 1980s and 1990s economists Michael C. Jensen of Harvard Business School and William H. Meckling of the University of Rochester codified this phenomenon in their agency theory, which looked at the basic conflict between shareholder/owners and hired managers. Jensen revisited and expanded the theory in the Journal of Applied Corporate Finance.17 Agency theory postulates that because people are, in the end, self-interested they will have conflicts of interests over at least some issues any time they attempt to engage in cooperative endeavors, Jensen wrote. While these conflicts are evident in a variety of structures and cooperative endeavors, focus was placed on the conflicts of interest between stockholders and managers in the public corporation, not only because of the vast extent of the resources now controlled by such organizations, but also because those conflicts of interest are obvious and easily observed in the world around us. The purpose of executive compensation is to fix the principalagent conflict by finding a way to align these corporate agents with the interests of the shareholder principals. The solution, as alluded to earlier in the book, was thought to be stock ownership. If people owned enough stock or were granted enough options, they would
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