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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Comp Targets That Work
內容大綱
Most companies struggle with setting executive performance targets. From 2006 to 2014, almost all of the 1,000 largest U.S. firms completely changed their CEOs' performance metrics at least once, and almost 60% changed them multiple times. The problems with such targets are well known: They often encourage managers to sacrifice a firm's long-term health or to manipulate their numbers in order to make their bonuses. What companies need is an incentive structure that makes it easier to meet targets by creating real value than by gaming the system. New research analyzing data from more than 900 firms over 15 years suggests companies can create one by following these four principles: Use multiple metrics; increase payouts at a constant rate; reward relative performance; and include nonfinancial targets.