how to create barcode in vb.net 2010 A REVOLUTIONARY STOCK CONCEPT in Software

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A REVOLUTIONARY STOCK CONCEPT
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The shine has faded on stock options. Companies are questioning their universal usefulness and reassessing the propriety of granting vast amounts of options to virtually every executive. Nonetheless, as we rethink the use of stock options, it is important that we don t lose sight of the underlying concept: the movement to share company ownership on a large scale still has merit. In the heat of our love affair with the new economy in the mid- to late-1990s, we started to believe that the rules of business had changed. We saw that human beings and information would
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PART TWO Elements of the Solution
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replace both physical and financial capital as the backbone of commerce. This was and is absolutely true (as discussed further in 9). We have entered into a new era, and our compensation system needs to reflect that. It s true that I consider stock options a largely failed experiment in that direction, principally because options are an ineffective instrument with too many drawbacks. However this should not stop us in our quest to value human capital and to share the benefits and responsibilities of ownership with a broad base of employees. Corporate America has not even begun to tap the potential uses of other financial instruments, including various forms of stock and ownership we have yet to devise. I believe it is completely possible to develop classes of stock or other instruments that allow employees to earn and reap the benefits of ownership over time and recognize that employees have become the critical component in the economic process of an organization. I challenge all of us to use our critical knowledge and wisdom to truly think outside the box and develop new forms and types of ownership reflecting the growing value of human capital.
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WHAT DO YOU THINK
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What is your company s risk-orientation Would you consider your company to be, for example, ultra-conservative, cautiously progressive, strategically aggressive, innovative and edgy, or a total maverick How is your company s risk profile reflected in and reinforced by its compensation programs Conversely in what ways is your compensation system at odds with your company s desired risk profile Do stock options create the proper risk orientation for your company and culture What mix of incentives and stock ownership would be most effective and desirable at your company
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CHAPTER EIGHT Designing a Balanced Portfolio of Incentives
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BUILDING A BALANCED INCENTIVE PROGRAM
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BorgWarner Inc., a New York Stock Exchange-traded automotive supplier, has two compensation and incentive programs driving the company s performance. Its annual Management Incentive Plan (MIP) is based on economic value added (EVA). While this plan pays out annually, it is based on performance over three years. It also uses an Executive Stock Plan (ESP), which awards stock to senior executives based on the company s performance relative to its peers. While BorgWarner does grant stock options, these are not a major feature of its plans. Under recently retired Chairman and CEO John Fiedler, BorgWarner was a consistently strong performer in a cyclical and highly competitive industry. Over the last five years, BorgWarner has emerged as the acknowledged leader in the OEM (original equipment manufacturer) market. John Fiedler and I discussed BorgWarner s view of incentives and executive compensation.
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Delves: BorgWarner s incentive program is a very well thought out plan. What led you to the decision to de-emphasize stock options and emphasize the long-term stock-ownership plan Fiedler: What led us to that decision is that we re in a cyclical business. With options, in a cyclical business, people get rewarded for reasons they had no control over. And they get punished for reasons that they had no control over. Further when options were worth a lot of money, it did not correlate with what people s efforts had been. And when options were down, it also didn t correlate with what people s efforts had been. We came up with things to replace it. Our Management Incentive Plan (MIP) goes very, very deep into the organization right down to the plant manager and his staff. Our Executive Stock Plan (ESP) is also very important. In the ESP, instead of granting options, we award stock to senior executives. Not only do we award stock to the person, but we also award cash to pay the taxes so that they can afford to hold the stock. That s why it has been limited and probably always will be limited to the top 15 people in the company. You just can t afford to go any lower.
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