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PART TWO Elements of the Solution
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growing and developing within the organization. A company should strive to be a responsible member of the community and a steward of the environment. These are the reasons why a corporation exists, not just to generate a higher stock price. Are these goals difficult to define, target, and measure Yes, though that should not be a deterrent. After all, executives are responsible for doing all these things it s part of their job. Their performance in each of these areas should be gauged, and their pay should be impacted accordingly. Only a solid, financially sound company can develop its people, contribute responsibly to the community, and maintain the environment. These actions put the emphasis on the long-term wellbeing of the company instead of short-term stock performance. When the company focuses on the long term, it sends a powerful message to its executives that they, too, must take a long-term view. This will influence their behavior, decisions, and actions. More importantly a company must resist being held captive to the vicissitudes of stock analysts every quarter. Stock analysts are not investors, and neither are portfolio managers. They are managers for investors, many of whom also tend to have a short-term focus. Despite this short-term focus, companies and their boards should reexamine their obligation to shareholders. It is not just to increase short-term stock performance but rather to create sustainable growth and value through responsible, innovative management over the next 5, 10, or 20 years. Promoting a longer-term view, Coca-Cola announced in December 2002 that beginning in 2003 it would no longer provide quarterly or annual earnings guidance to analysts. Instead the soft-drink company said it would comment on and provide perspective for its value drivers, its strategic initiatives, and those factors critical to understanding its business and operating environment. Since this bold move, many other companies have followed suit. Another important component in the balanced portfolio is that good performance has to be rewarded and rewarded well. If companies want their executives to perform, they must pay them and pay them well. Just because a company adopts performance measures or expects certain risks to be taken in return for rewards doesn t mean it has to skimp on compensation. On the contrary,
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CHAPTER EIGHT Designing a Balanced Portfolio of Incentives
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these performance measures and incentives should be a means to reward excellence with potentially lucrative payouts, bonuses, and other compensation.
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Components of the Balanced Incentive Portfolio
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How, then, can a company establish a balanced incentive portfolio The best approach is to use a performance matrix like the one shown below in Figure 8-1. Across the top are short-term, medium-term, and long-term time frames. Listed along the side are a variety of possible criteria. Using this matrix companies can determine their top priorities for the short term, medium term, and long term. While each of the criteria is important, not all of them can be targeted for each time frame. Certain criteria must be selected and highlighted for each time frame. To identify priorities, ask the following questions: Which criteria have the highest priority Which ones have the greatest potential for improvement
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Performance Matrix
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Indicate relative importance of each measure by placing Low, Medium, or High in the related box Performance Measures Earnings Performance Return (on Assets, Investment, Equity, etc. Stock Performance Measures Marketing Performance Measures Employee Satisfaction/ Development Community Citizenship Environmental Stewardship Short Term Medium Term Long Term
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PART TWO Elements of the Solution
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Which ones have the greatest impact on the bottom line, shareholder value, etc. Which ones do not have a short-term impact on the bottom line but are essential for the future of the company Which measures may be negatively impacted in the short run as a trade-off for higher performance in the long run Which ones are the company willing to pay for and willing to pay the most for By answering these questions, patterns and overlaps will emerge. The result will identify the top priorities for the company on a short-term, medium-term, and long-term basis. Let s say, for example, that under the earnings heading, a company identifies short-term profit growth and long-term margin improvement; both are assigned a high priority. Under return, the measure is return on equity (ROE) as a long-term objective and also a high priority. Stock performance is a long-term goal but it s a medium priority. Market share is both a short-term goal and a high priority. Employee satisfaction and community/environmental stewardship are all medium- to long-term goals but are assigned a low priority. The end result of this exercise may be to design an annual incentive plan that focuses on earnings growth and market share and a long-term incentive plan that targets margin and ROE, with a secondary emphasis on stock performance and a small component for employee satisfaction and community responsibility. After company-wide targets and priorities have been established, the next question is which people, functions, and jobs in the company are the most responsible for executing each aspect of the performance matrix. In many companies incentive plans will vary from job to job simply because of what is within or beyond a person s job description and realm of influence. Thus the incentive plan for the vice president of sales may be different from the plan for the vice president of human resources. Looking at this hypothetical set of corporate priorities, would stock options be part of the compensation plan Maybe or maybe not. What s clear, however, is that the company would want to offer some equity-based incentives (stock, options, or a combination) that are earned based on margin and ROE improvements over a two- to four-year period. Once the targets are identified and the priorities
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