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PART TWO Elements of the Solution
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Without any stipulation, the underlying if unspoken message of large option grants was to get the stock price up at virtually any cost and with any risk. Fortunately the majority of company executives did not take the bait of unhealthy risk. But enough did, as evidenced by the corporate scandals of 2001 and 2002, which underscore the problem. It is interesting to note, however, that the average volatility of stock prices has dramatically increased since the mid-1990s. The historic volatility of the S&P 500 has grown steadily from a low of 5 percent in September 1995 to nearly 22 percent at the end of 2002. While there are many factors contributing to this increased volatility, we have to acknowledge the fact that stock options had something to do with this. Loading executives of virtually all large publicly traded companies with stock options may have had some dramatic impact on the market as a whole. These executives had a significant incentive to make their stock more volatile, and hence more risky, because of their stock options. Options on a more volatile stock are worth more than options on a less volatile stock. Hence the stock option epidemic of the last 10 years may have served to significantly destabilize and increase the risk level of our capital markets. Perhaps this is why Fed Chairman Alan Greenspan has been so concerned about this issue. When it comes to future compensation packages, companies take the perspective of the end goal. What are the specific performance targets, behaviors, and risks the company wants to encourage With that in mind, are options the correct incentive Do executives already hold so many unexercised options that these incentives continue to be a primary driver of their behavior Does the company like the type of behavior among its senior executives and other employees that the risk/reward scenario cultivates
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THE BALANCED PORTFOLIO APPROACH
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Clearly options need to be balanced going forward with other forms of incentives and have features to make them more performancebased. Just as a diversified portfolio of investments allows an individual to reap rewards under an array of circumstances and market conditions, a balanced portfolio of incentives creates the same type
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CHAPTER EIGHT Designing a Balanced Portfolio of Incentives
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of diversification. For the entire portfolio of incentives to pay off, the company would have to reach its targets in all areas. If targets were hit in some areas but missed in others, then certain components of the incentive portfolio would pay off while others would pay off less or not at all. In order to establish a balanced portfolio of incentives, companies must draw a direct connection between incentives and specific performance measures. When a measure is selected, a goal or target is determined. Then the company must decide how much risk is acceptable and appropriate for achieving this goal. The amount of risk that an executive faces can be influenced in three ways: 1. The percentage of total pay at risk through incentives. 2. The amount of potential reward allocated to each particular performance measure. 3. The amount of leverage (the trade-off between change in pay and change in performance) applied to the incentive formula (addressed later in this chapter). The incentive rewards offered for taking these risks will also vary from company to company. The incentive may be paid in cash, stock, restricted stock, etc. Stock options may be part of the mix. A balanced portfolio of incentives serves two important purposes. First, it helps to ensure excellent short-term and long-term financial performance. It also underscores the fundamentals of a solid, healthy business. The incentive portfolio should send a strong message to executives that their job is to maintain and build a solid, healthy business that produces strong and consistent financial returns to its owners. (The stock price, however, should not be the main consideration, and may not even be a primary focus but rather the result of good management and good results.) The company s goals should not end here. For a truly balanced approach, however, companies cannot consider only financial performance targets. A company should also have satisfied customers, a robust market share, innovative and necessary products and services, and motivated employees who are
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