This document discusses CEO compensation and whether it is justified by company performance. It begins with a poll asking if compensation is based on performance. It then addresses common misconceptions about CEOs and compensation. It defines what a CEO is and provides averages for CEO characteristics, compensation, and company size. It discusses the corporate structure and models like distributive justice and pay-for-performance that are used to determine compensation. Examples of CEO compensation relative to company performance are given. Criticisms of CEO pay are addressed by citing experts. Key takeaways are that CEO pay is less than assumed, tied to shareholder interests and company performance, and critics arguments are unreliable.
Prepare Your Startup For Funding: Equity and Cap TablesDrexelELC
Your cap table tells the story of the ownership of your company. Make sure you have a clean story to tell to future investors. Manage your equity like a pro.
Presented by the Entrepreneurial Law Clinic student lawyers and featuring our distinguished expert panel:
Jeffrey Bodle, Morgan Lewis & Bockius
Justin Watkins, Drinker Biddle & Reath
The Trusted Executive helps leaders create a strategy for building trust in a globalized, technology-enabled, diverse and increasingly sceptical world. Visit: http://ow.ly/z68o301MYw1
The Trusted Executive helps leaders create a strategy for building trust in a globalized, technology-enabled, diverse and increasingly sceptical world.
Prepare Your Startup For Funding: Equity and Cap TablesDrexelELC
Your cap table tells the story of the ownership of your company. Make sure you have a clean story to tell to future investors. Manage your equity like a pro.
Presented by the Entrepreneurial Law Clinic student lawyers and featuring our distinguished expert panel:
Jeffrey Bodle, Morgan Lewis & Bockius
Justin Watkins, Drinker Biddle & Reath
The Trusted Executive helps leaders create a strategy for building trust in a globalized, technology-enabled, diverse and increasingly sceptical world. Visit: http://ow.ly/z68o301MYw1
The Trusted Executive helps leaders create a strategy for building trust in a globalized, technology-enabled, diverse and increasingly sceptical world.
There’s heaps of fascinating research about the many behavioral biases we are all subject to as individuals.
These include remarkable optical distortions and the way we miss the obvious when we are concentrating on something else. We have a tendency to overestimate ourselves - most famously 90% of drivers assess themselves as above average in ability. We have an attachment to what we already own - how come we won’t buy concert tickets from scalpers at an inflated price, and simultaneously won’t sell tickets we own at face value? We also tend to overweigh risks, even against the chance of regret rather than actual loss.
It’s no surprise then that group decisions are even more flawed.
So how can we overcome biased decision making?
Here are some biases that we often see, followed by some techniques we use to overcome them. We have found that by applying these techniques companies can make better decisions, which in turn increases their resource reallocation and creates more profitable growth.
Learn Flow Work konerencia
Prof. Csikszentmihályi Mihály & Vécsey Zsadány: Good business – Flow and Growth Lessons learned from “Good Business” Decision-Makers
Experts predict a wave of employee turnover as the economy recovers from the recession.
Here are five steps you can take now to prevent your best employees from riding that wave out your door.
Experts predict a wave of employee turnover as the economy recovers from the recession.
Here are five steps you can take now to prevent your best employees from riding that wave out your door.
Is your team pointing the finger at one another? Does development hold responsible the business and is the business accusing development? Is everyone too busy pointing the finger to address the problems? Discover how to recognize blame and move beyond it to foster a safe culture. Come to this interactive talk to discover ways to change culture, leave with tools to help you initiate change immediately, and learn from observations and experiments from real experiences with various teams in different organizations in different size businesses.
Presented at the 2014 Self-Conference in Detroit on Friday May 30th with Gerry Kirk
Workshop for the Database Management Services team at University of Michigan Medical school where they reviewed a strategy canvas, created a team canvas, decided on a methodology, played a lean game to learn a pull versus a push workflow and built a team kanban board.
Research & Design: Finding the Perfect BlendKimberly Dowd
Slides from a talk presented by Jen Briselli and Kim Dowd at User Experience Professionals Association (UXPA) Boston 2016
----
Research and design go together like peanut butter and jelly… or peanut butter and chocolate… or peanut butter and marshmallow fluff… come to think of it, peanut butter and research go with almost anything! Design can look very different from project to project, but research is always a core ingredient when creating great user experiences.
Sometimes it can be tricky to achieve the perfect blend of research and design. This is especially true when each is happening in completely separate, siloed teams, or even trickier, when they are being performed by the same person.
In our organization, we have a lot of experience finding that key balance between the benefits of separate teams and the advantages of close collaboration. We work to find the sweet spot in the middle of the research-design venn diagram, and we’d like to share our insights with you.
We’ll help you maximize the power of both design and research roles whether they’re sitting just across the office, in separate buildings, or inside the same brain. This talk will cover helpful tips and common pitfalls to avoid that we have found from experience to be keys achieving a goldilocks “just right” blend of research & design.
We will provide concrete examples to help you facilitate better research if you’re a designer, facilitate better design if you’re a researcher, and facilitate better collaboration for both roles. Some of the techniques we’ll highlight for researchers include understanding your designers’ process, learning & sharing their vocabulary, and understanding how to create applicable output that will improve designers’ work. Transitioning to a designer’s role, we’ll discuss how to avoid the “handoff & disappear” problem in conventional waterfall process, by being involved in defining goals early on and collaborating on recommendations throughout. We’ll touch on the various ways a designer can find opportunities for research beyond the typical usability study.
Ultimately these insights can help ensure both perspectives are represented in your client deliverables and the user experiences you create.
Business Strategy Plan for Authors & PublishersiGO eBooks®
Following iGO eBooks plenary presentation on the subject of things to consider in such a Plan this is an actual production template to tangibly demonstrate the content that should be considered for inclusion in such a Business Strategy Plan for Authors & Publishers including those who choose to become a Social Enterprise. It takes into consideration the following subject headings and laid out contextually for cohesive presentation to readers, authors, publishers, sponsors, and other stakeholders.
Writing / Before Publishing - Producing for an Audience / Creating for yourself? - Publishing Path & Road Map? / Writing & Vision - Traditional business strategy plans have components - Vital Plan / Selling Book - What Makes your book so Special? - Who will want to buy your work? - Competition - Format(s) of your Book - How do you plan to promote your product (Book/eBook) - Marketing Strategies? – Budgets/Projections- Timetable for writing, editing, book production, marketing etc?
How Extraordinary Leaders Double ProfitJim Clemmer
We've spent years decoding leadership trends, and we've discovered a pattern that's likely to pique your interest: extraordinary leaders can double profits.
There’s heaps of fascinating research about the many behavioral biases we are all subject to as individuals.
These include remarkable optical distortions and the way we miss the obvious when we are concentrating on something else. We have a tendency to overestimate ourselves - most famously 90% of drivers assess themselves as above average in ability. We have an attachment to what we already own - how come we won’t buy concert tickets from scalpers at an inflated price, and simultaneously won’t sell tickets we own at face value? We also tend to overweigh risks, even against the chance of regret rather than actual loss.
It’s no surprise then that group decisions are even more flawed.
So how can we overcome biased decision making?
Here are some biases that we often see, followed by some techniques we use to overcome them. We have found that by applying these techniques companies can make better decisions, which in turn increases their resource reallocation and creates more profitable growth.
Learn Flow Work konerencia
Prof. Csikszentmihályi Mihály & Vécsey Zsadány: Good business – Flow and Growth Lessons learned from “Good Business” Decision-Makers
Experts predict a wave of employee turnover as the economy recovers from the recession.
Here are five steps you can take now to prevent your best employees from riding that wave out your door.
Experts predict a wave of employee turnover as the economy recovers from the recession.
Here are five steps you can take now to prevent your best employees from riding that wave out your door.
Is your team pointing the finger at one another? Does development hold responsible the business and is the business accusing development? Is everyone too busy pointing the finger to address the problems? Discover how to recognize blame and move beyond it to foster a safe culture. Come to this interactive talk to discover ways to change culture, leave with tools to help you initiate change immediately, and learn from observations and experiments from real experiences with various teams in different organizations in different size businesses.
Presented at the 2014 Self-Conference in Detroit on Friday May 30th with Gerry Kirk
Workshop for the Database Management Services team at University of Michigan Medical school where they reviewed a strategy canvas, created a team canvas, decided on a methodology, played a lean game to learn a pull versus a push workflow and built a team kanban board.
Research & Design: Finding the Perfect BlendKimberly Dowd
Slides from a talk presented by Jen Briselli and Kim Dowd at User Experience Professionals Association (UXPA) Boston 2016
----
Research and design go together like peanut butter and jelly… or peanut butter and chocolate… or peanut butter and marshmallow fluff… come to think of it, peanut butter and research go with almost anything! Design can look very different from project to project, but research is always a core ingredient when creating great user experiences.
Sometimes it can be tricky to achieve the perfect blend of research and design. This is especially true when each is happening in completely separate, siloed teams, or even trickier, when they are being performed by the same person.
In our organization, we have a lot of experience finding that key balance between the benefits of separate teams and the advantages of close collaboration. We work to find the sweet spot in the middle of the research-design venn diagram, and we’d like to share our insights with you.
We’ll help you maximize the power of both design and research roles whether they’re sitting just across the office, in separate buildings, or inside the same brain. This talk will cover helpful tips and common pitfalls to avoid that we have found from experience to be keys achieving a goldilocks “just right” blend of research & design.
We will provide concrete examples to help you facilitate better research if you’re a designer, facilitate better design if you’re a researcher, and facilitate better collaboration for both roles. Some of the techniques we’ll highlight for researchers include understanding your designers’ process, learning & sharing their vocabulary, and understanding how to create applicable output that will improve designers’ work. Transitioning to a designer’s role, we’ll discuss how to avoid the “handoff & disappear” problem in conventional waterfall process, by being involved in defining goals early on and collaborating on recommendations throughout. We’ll touch on the various ways a designer can find opportunities for research beyond the typical usability study.
Ultimately these insights can help ensure both perspectives are represented in your client deliverables and the user experiences you create.
Business Strategy Plan for Authors & PublishersiGO eBooks®
Following iGO eBooks plenary presentation on the subject of things to consider in such a Plan this is an actual production template to tangibly demonstrate the content that should be considered for inclusion in such a Business Strategy Plan for Authors & Publishers including those who choose to become a Social Enterprise. It takes into consideration the following subject headings and laid out contextually for cohesive presentation to readers, authors, publishers, sponsors, and other stakeholders.
Writing / Before Publishing - Producing for an Audience / Creating for yourself? - Publishing Path & Road Map? / Writing & Vision - Traditional business strategy plans have components - Vital Plan / Selling Book - What Makes your book so Special? - Who will want to buy your work? - Competition - Format(s) of your Book - How do you plan to promote your product (Book/eBook) - Marketing Strategies? – Budgets/Projections- Timetable for writing, editing, book production, marketing etc?
How Extraordinary Leaders Double ProfitJim Clemmer
We've spent years decoding leadership trends, and we've discovered a pattern that's likely to pique your interest: extraordinary leaders can double profits.
This presentation is for my students under Master in Business Administration Course code of Business Policy MBA106. The information is all about the roles and managing of corporate under the corporate governance.
The Carrot Principle Book and Strategy Review by Deb Bandyopadhyay
A Profit & Solutions Research & Publications
Lonely Star Consultancy Research
Find Me Anywhere @debadipb
Linkedin: https://www.linkedin.com/in/debadipb
Website: www.debadip.co
Profit & Solutions Website: www.profitsolutions.tk
WHAT SETS SUCCESSFUL CEOS APARTTHE FOUR ESSENTIAL BEHAVI.docxmecklenburgstrelitzh
WHAT SETS
SUCCESSFUL
CEOS APART
THE FOUR ESSENTIAL BEHAVIORS THAT HELP THEM
WIN THE TOP JOB AND THRIVE ONCE THEY GET IT
BY ELENA LYTKINA BOTELHO,
KIM ROSENKOETTER POWELL, STEPHEN KINCAID,
AND DINA WANG
The chief executive role is a
tough one to fill. From 2000
to 2013, about a quarter
of the CEO departures
in the Fortune 500 were
involuntary, according to
the Conference Board. The
fallout from these dismissals
can be staggering: Forced
turnover at the top costs
shareholders an estimated
$112 billion in lost market
value annually, a 2014
PwC study of the world’s
2,500 largest companies
showed. Those figures are
discouraging for directors
who have the hard task
of anointing CEOs—and
daunting to any leader
aspiring to the C-suite.
Clearly, many otherwise
capable leaders and boards
are getting something wrong.
The question is, what?NUT
TA
PO
L
N
O
PR
U
JI
KU
L/
D
R
EA
M
ST
IM
E
MAY–JUNE 2017 HARVARD BUSINESS REVIEW 71
Natalya.Watson
Underline
Natalya.Watson
Underline
In the more than two decades we’ve spent advising
boards, investors, and chief executives themselves on
CEO transitions, we have seen a fundamental discon-
nect between what boards think makes for an ideal CEO
and what actually leads to high performance. That dis-
connect starts with an unrealistic yet pervasive stereo-
type, which is shaped in large part by the official bios
of Fortune 500 leaders. It holds that a successful CEO
is a charismatic six-foot-tall white man with a degree
from a top university, who is a strategic visionary with a
seemingly direct-to-the-top career path and the ability
to make perfect decisions under pressure.
Yet we’ve been struck by how few of the success-
ful leaders we’ve encountered fit this profile. That re-
alization led us to embark on a 10-year study, the CEO
Genome Project. Its goal is to identify the specific
attributes that differentiate high-performing CEOs
(whom we define as executives meeting or exceed-
ing expectations in the role, according to interviews
with board members and majority investors deeply
familiar with the CEOs’ performance). Partnering
with economists at the University of Chicago and
Copenhagen Business School and with analysts at
SAS Inc., we tapped into a database created by our
leadership advisory firm, ghSmart, containing more
than 17,000 assessments of C-suite executives, in-
cluding 2,000 CEOs. The database has in-depth in-
formation on each leader’s career history, business
results, and behavioral patterns. We sifted through
that information, looking for what distinguished can-
didates who got hired as CEOs from those who didn’t,
and those who excelled in the role from those who
underperformed. (For more details, see the sidebar
“About the Research.”)
Our findings challenged many widely held assump-
tions. For example, our analysis revealed that while
boards often gravitate toward charismatic extroverts,
introverts are slightly more likely.
Question 4 Please use the below article to guide your response. M.docxwraythallchan
Question 4: Please use the below article to guide your response. Minimum of 2 academic references and 1 data for appendix, it could be a graph or table or piechart (2 and half pages NOT double spaced).
GENERAL ELECTRIC: AN OUTLIER IN CEO TALENT DEVELOPMENT
by W. Glenn Rowe and Roderick E. White and Derek Lehmberg and John R. Phillips
W. Glenn Rowe is the Paul MacPherson Chair in Strategic Leadership at the Richard Ivey School of Business, The University of Western Ontario.
Roderick E. White is the Associate Dean, Faculty Development and Research at the Richard Ivey School of Business, The University of Western Ontario.
Derek Lehmberg is a doctoral student at the Richard Ivey School of Business, The University of Western Ontario.
John R. Phillips is an assistant professor at the Odette School of Business, the University of Windsor.
A recent Ivey study confirms the commonly held view that General Electric is an excellent breeding ground for future business leaders. This article summarizes the study and its three conclusions: Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE’s reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generating firms.
An outlier is an observation that lies outside the overall pattern of a distribution. Usually, the presence of an outlier indicates some sort of problem. In statistics, an outlier is an observation that is numerically distant from the rest of the data. Outliers may be indicative of data points that belong to a different population than the rest of the sample set.
- Wikipedia
An outlier is something that is situated away from or classed differently from a main or related body; a statistical observation that is markedly different in value from the others of the sample.
- Malcolm Gladwell1
The General Electric Corporation (GE) has long been known as an organization that excels at finding and developing managerial talent. In addition, GE managers are sought after by other organizations to serve as senior managers. Consequently, many GE managers leave the firm for employment elsewhere.
GE has developed a reputation as a breeding ground for CEOs, and a relatively large number of ex-GE executives have been at the helm of Fortune 500 companies over the last 25 to 30 years. In addition, many business press writers have commented that firms which hire an executive from GE for their Chief Executive Officer (CEO) position experience an immediate increase in their stock market valuation, an increase that is not apparent for firms that hire their CEOs from other firms.
This leads to several questions: Do firms that hire CEOs from GE perform better than those firms that hire from the general pool of CEO management talent? Does GE have a better reputation than other firms for developing CEOs, and is this reputation deserved? Are more CEOs developed in GE than in other firms t ...
Question 4 Please use the below article to guide your response. M.docxmakdul
Question 4: Please use the below article to guide your response. Minimum of 2 academic references and 1 data for appendix, it could be a graph or table or piechart (2 and half pages NOT double spaced).
GENERAL ELECTRIC: AN OUTLIER IN CEO TALENT DEVELOPMENT
by W. Glenn Rowe and Roderick E. White and Derek Lehmberg and John R. Phillips
W. Glenn Rowe is the Paul MacPherson Chair in Strategic Leadership at the Richard Ivey School of Business, The University of Western Ontario.
Roderick E. White is the Associate Dean, Faculty Development and Research at the Richard Ivey School of Business, The University of Western Ontario.
Derek Lehmberg is a doctoral student at the Richard Ivey School of Business, The University of Western Ontario.
John R. Phillips is an assistant professor at the Odette School of Business, the University of Windsor.
A recent Ivey study confirms the commonly held view that General Electric is an excellent breeding ground for future business leaders. This article summarizes the study and its three conclusions: Firms led by CEOs who were trained at GE will outperform firms led by CEOs who were not; GE’s reputation for developing CEO talent is, in fact, well deserved and not mere hype; and GE appears to develop more CEO talent than other noted CEO talent-generating firms.
An outlier is an observation that lies outside the overall pattern of a distribution. Usually, the presence of an outlier indicates some sort of problem. In statistics, an outlier is an observation that is numerically distant from the rest of the data. Outliers may be indicative of data points that belong to a different population than the rest of the sample set.
- Wikipedia
An outlier is something that is situated away from or classed differently from a main or related body; a statistical observation that is markedly different in value from the others of the sample.
- Malcolm Gladwell1
The General Electric Corporation (GE) has long been known as an organization that excels at finding and developing managerial talent. In addition, GE managers are sought after by other organizations to serve as senior managers. Consequently, many GE managers leave the firm for employment elsewhere.
GE has developed a reputation as a breeding ground for CEOs, and a relatively large number of ex-GE executives have been at the helm of Fortune 500 companies over the last 25 to 30 years. In addition, many business press writers have commented that firms which hire an executive from GE for their Chief Executive Officer (CEO) position experience an immediate increase in their stock market valuation, an increase that is not apparent for firms that hire their CEOs from other firms.
This leads to several questions: Do firms that hire CEOs from GE perform better than those firms that hire from the general pool of CEO management talent? Does GE have a better reputation than other firms for developing CEOs, and is this reputation deserved? Are more CEOs developed in GE than in other firms t ...
Study to investigate the correlation between the operating performances of fi...Charm Rammandala
The purpose of this study to understand whether there is a correlation between the operating performance of a firm and its CEO’s compensation. Various scholars and journalists studied and reported in this area over the years with mixed results. Popular notion among general public is that regardless of the performance of the company, CEO’s pay and perks either remain same or increase. Another accusation is most of the mergers and acquisitions taken place to boost the pay of CEO’s rather than to increase the value of shareholder. Study will look in to the validity of these claims to determine whether there is a correlation between the firm performances and the CEO pay
3. 01
Our
Presentation
Take a Class Poll!
Describe the Average CEO!
Explain the Corporate Structure!
Discuss Pay-for-Performance!
Address the Critics!
Key Takeaways
4. 01
A Brief Poll
Place your penny into the cup
if you believe executive
compensation is based on the
performance(+ or -) of the
company (during that
executive’s tenor).
5. Common Misconceptions
✤ The Warren Buffet’s of the world are “average” CEOs!
✤ CEO compensation is currently unregulated!
✤ CEOs alone make compensation decisions!
✤ Money paid to CEOs takes money away from non-
executive employees
6. Who is a CEO?
✤ Direct company operations and the is highest ranking
employee within a company or organization!
✤ Can also be referred to as the President or Executive
Director!
✤ Takes full responsibility for the corporate strategy and
company profitability
7. The Average CEO…
✤ Holds a graduate degree(Master’s, Doctorate)!
✤ Has over 15 years of job experience in their field!
✤ Manages a company of less than 100 employees
11. Distributive Justice
✤ “The perceived fairness of decision-making outcomes”!
✤ Equity !
✤ Most fair method, justifies why CEO’s are paid big
dollars compared to other employees and
stakeholders
19. 01
EdgarWoolard Jr.
“Well, I was on a board
fifteen years ago, and four
CEOs were on the
compensation committee,
and for two consecutive
years, we gave the CEO
and the executives there no
bonus, no salary increase,
and modest stock options,
because their performance
was lousy those
years.” (2006)
22. KeyTakeaways
✤ CEOs are not paid as much as you’d think!
✤ Shareholders dictate and justify CEO compensation!
✤ CEOs are subject to the Pay-for-Performance Model!
✤ Critics of executive compensation are unreliable