The document provides an overview of a study analyzing CEO power in 150 public companies headquartered in Silicon Valley (the SV150). Key findings of the study include:
- Founder-CEOs are 10 times more common in the SV150 than in the S&P500.
- Over $2 billion in total CEO compensation was paid from 2013-2015, with a 46% growth in compensation over that period.
- 50% of CEO compensation value comes from stock awards. Management levels of ownership and voting power are much higher than in S&P100 companies.
- Nine companies from the original SV150 list have been acquired and de-listed in 2016, the most of any year tracked
In Zusammenarbeit mit KRC Research hat Weber Shandwick die Studie „The CEO Reputation Premium: Gaining Advantage in the Engagement Era” veröffentlicht. Dafür wurden mehr als 1.700 Führungskräfte aus 19 Ländern in Nordamerika, Europa, Lateinamerika und der Asia-Pacific-Region online zum Einfluss des CEOs auf die Unternehmensreputation befragt. Die Studienergebnisse machen deutlich, dass es in einer zunehmend vernetzten und transparenten Welt keine Option mehr für einen CEO ist, im Hintergrund zu bleiben.
CEOs befinden sich vielmehr im Golden Zeitalter der Möglichkeiten, in dem sie über vielerlei Kanäle die Story über sich und ihr Unternehmen erzählen und sich somit an vorderster Front in ihrer Branche positionieren können.
Mehr auf www.webershandwick.de
Culture is a word for the 'way of life' of groups of people, meaning the way they do things. ... Excellence of taste in the fine arts and humanities, also known as highculture. An integrated pattern of human knowledge, belief, and behavior. The outlook, attitudes, values, morals goals, and customs shared by a society.
Culture is developed within the individual as well as the outside environment
It is continually changing and dynamic
Culture is not inherited, it is learned
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
In Zusammenarbeit mit KRC Research hat Weber Shandwick die Studie „The CEO Reputation Premium: Gaining Advantage in the Engagement Era” veröffentlicht. Dafür wurden mehr als 1.700 Führungskräfte aus 19 Ländern in Nordamerika, Europa, Lateinamerika und der Asia-Pacific-Region online zum Einfluss des CEOs auf die Unternehmensreputation befragt. Die Studienergebnisse machen deutlich, dass es in einer zunehmend vernetzten und transparenten Welt keine Option mehr für einen CEO ist, im Hintergrund zu bleiben.
CEOs befinden sich vielmehr im Golden Zeitalter der Möglichkeiten, in dem sie über vielerlei Kanäle die Story über sich und ihr Unternehmen erzählen und sich somit an vorderster Front in ihrer Branche positionieren können.
Mehr auf www.webershandwick.de
Culture is a word for the 'way of life' of groups of people, meaning the way they do things. ... Excellence of taste in the fine arts and humanities, also known as highculture. An integrated pattern of human knowledge, belief, and behavior. The outlook, attitudes, values, morals goals, and customs shared by a society.
Culture is developed within the individual as well as the outside environment
It is continually changing and dynamic
Culture is not inherited, it is learned
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
By David F. Larcker, Brian Tayan
CGRI Research Spotlight Series. Corporate Governance Research Initiative (CGRI), April 2016
Download
This Research Spotlight provides a summary of the research literature on whether companies with diverse boards (in terms of background, gender, or ethnicity) exhibit better performance and governance quality than companies without diverse boards.
It reviews the evidence of:
The relation between diversity and corporate performance
The relation between diversity and compensation
The relation between diversity and governance quality
The impact of mandatory quotas
The impact of diversity on group performance
This Research Spotlight expands upon issues introduced in the Quick Guide “Board of Directors: Structure and Consequences.”
STANFORD CLOSER LOOK SERIES
Sign up to receive the latest research that explores topics, issues, and controversies in corporate governance: corpgovemail.com
Recent experience suggests that many CEOs and directors of failed companies are able to obtain or retain directorships at other companies after their departure. Should this be a concern for shareholders?
How to structure the leadership of large corporations – and specifically whether to split or combine the roles of Chairman and CEO – remains an active and often controversial question.
In order to cast new and up-to-date light on the question of whether and when to change the Chairman-CEO structure, we studied the experience of the Fortune 100 over the last decade and more. In this report we share our observations, conclusions, and recommendations regarding leadership structure, including the increasingly important role of independent Lead Director whenever the Chairman and CEO roles are combined.
The origin of this blog post’s title could serve as an interesting topic in and of itself (long story short, the phrase was popularized by Mark Twain but its derivation is unclear). However, to the extent that there is often a significant amount of ambiguity in the ESG world, it strikes me as an appropriate warning.
January 23rd, 2012
What Is CEO Talent Worth?
By Professor, David F. Larcker and Brian Tayan, Researcher, Corporate Governance Research Program, Stanford Graduate School of Business
January 24, 2012
The topic of executive compensation elicits strong emotions among corporate stakeholders and practitioners. On the one hand are those who believe that chief executive officers in the United States are overpaid. On the other hand are those who believe that CEOs are simply paid the going fair-market rate.
Much less effort, however, is put into determining whether total compensation is commensurate with the value of services rendered.
We examine the issue and explain how such a calculation might be performed. We ask:
* How much value creation should be attributable to the efforts of the CEO?
* What percentage of this value should be fairly offered as compensation?
* Can the board actually perform this calculation? If not, how does it make rational decisions about pay levels?
Read the attached Closer Look and let us know what you think!
Компания «АтомСвет Энергосервис» — эксклюзивный поставщик продукции завода «АтомСвет» - промышленных и уличных светодиодных светильников ТМ «АТОМСВЕТ» для тяжелых и экстремальных условий эксплуатации (включая освещение взрывоопасных объектов), а также светильников для теплиц. «АтомСвет Энергосервис» предлагает комплексные решения, которые позволяют уменьшить стоимость владения и оптимизировать возврат инвестиций в светотехническое оборудование. LED-свет также обеспечивает возможность высвободить электрические мощности, снизив нагрузку на электросеть предприятия.
High performance presentation skill by: Yuda Mahendra AsmaraYuda Mahendra Asmara
Topik presentasi adalah pondasi pertama yang harus dimiliki oleh setiap presenter yang memukau.
Dan untuk bisa memilih topik presentasi yang berkualitas,
By David F. Larcker, Brian Tayan
CGRI Research Spotlight Series. Corporate Governance Research Initiative (CGRI), April 2016
Download
This Research Spotlight provides a summary of the research literature on whether companies with diverse boards (in terms of background, gender, or ethnicity) exhibit better performance and governance quality than companies without diverse boards.
It reviews the evidence of:
The relation between diversity and corporate performance
The relation between diversity and compensation
The relation between diversity and governance quality
The impact of mandatory quotas
The impact of diversity on group performance
This Research Spotlight expands upon issues introduced in the Quick Guide “Board of Directors: Structure and Consequences.”
STANFORD CLOSER LOOK SERIES
Sign up to receive the latest research that explores topics, issues, and controversies in corporate governance: corpgovemail.com
Recent experience suggests that many CEOs and directors of failed companies are able to obtain or retain directorships at other companies after their departure. Should this be a concern for shareholders?
How to structure the leadership of large corporations – and specifically whether to split or combine the roles of Chairman and CEO – remains an active and often controversial question.
In order to cast new and up-to-date light on the question of whether and when to change the Chairman-CEO structure, we studied the experience of the Fortune 100 over the last decade and more. In this report we share our observations, conclusions, and recommendations regarding leadership structure, including the increasingly important role of independent Lead Director whenever the Chairman and CEO roles are combined.
The origin of this blog post’s title could serve as an interesting topic in and of itself (long story short, the phrase was popularized by Mark Twain but its derivation is unclear). However, to the extent that there is often a significant amount of ambiguity in the ESG world, it strikes me as an appropriate warning.
January 23rd, 2012
What Is CEO Talent Worth?
By Professor, David F. Larcker and Brian Tayan, Researcher, Corporate Governance Research Program, Stanford Graduate School of Business
January 24, 2012
The topic of executive compensation elicits strong emotions among corporate stakeholders and practitioners. On the one hand are those who believe that chief executive officers in the United States are overpaid. On the other hand are those who believe that CEOs are simply paid the going fair-market rate.
Much less effort, however, is put into determining whether total compensation is commensurate with the value of services rendered.
We examine the issue and explain how such a calculation might be performed. We ask:
* How much value creation should be attributable to the efforts of the CEO?
* What percentage of this value should be fairly offered as compensation?
* Can the board actually perform this calculation? If not, how does it make rational decisions about pay levels?
Read the attached Closer Look and let us know what you think!
Компания «АтомСвет Энергосервис» — эксклюзивный поставщик продукции завода «АтомСвет» - промышленных и уличных светодиодных светильников ТМ «АТОМСВЕТ» для тяжелых и экстремальных условий эксплуатации (включая освещение взрывоопасных объектов), а также светильников для теплиц. «АтомСвет Энергосервис» предлагает комплексные решения, которые позволяют уменьшить стоимость владения и оптимизировать возврат инвестиций в светотехническое оборудование. LED-свет также обеспечивает возможность высвободить электрические мощности, снизив нагрузку на электросеть предприятия.
High performance presentation skill by: Yuda Mahendra AsmaraYuda Mahendra Asmara
Topik presentasi adalah pondasi pertama yang harus dimiliki oleh setiap presenter yang memukau.
Dan untuk bisa memilih topik presentasi yang berkualitas,
This Data Spotlight provides data and statistics on the attributes of the CEOs and CEO succession events at publicly traded companies in the United States. This data supplements the issues introduced in the Quick Guide “CEO Succession Planning.”
AVON PRODUCTS, INC.
MARC EFFRON
A leadership development and talent turnaround system designed for executives that leverage 360-degree feedback, a leadership skill/competency model, and individual development planning.
• Introduction
• A Success-Driven Challenge
• The Turnaround
• The Talent Challenge
• Execute on the “What,” Differentiate with “How”
• From Opaque to Transparent
• The Avon 360
• Broad-Based Transparency
• From Complex to Simple
• Performance Management
• Engagement Survey
• From Egalitarian to Differentiated
• Communication to Leadership Teams
• A Few Big Bets
• Tools and Processes
• From Episodic to Disciplined
• From Emotional to Factual
• From Meaningless to Consequential
• The Results of a Talent Turnaround
• Measuring the Talent Turnaround’s Success
INTRODUCTION
In early 2006, Avon Products, Inc., a global consumer products company focused on the economic empowerment of women around the world, began the most radical restructuring process in its 120-year history. Driving this effort was the belief that Avon could sustain its historically strong financial performance while building the foundation for a larger, more globally integrated organization. The proposed changes would affect every aspect of the organization and would demand an approach to finding, building, and engaging talent that differed from anything tried before.
A SUCCESS-DRIVEN CHALLENGE
Avon Products is a 122-year-old company originally founded by David H. McConnell—a door-to-door book seller who distributed free samples of perfume as an incentive to his customers. He soon discovered that customers were more interested in samples of his rose oil perfumes than in his books and so, in 1886, he founded the California Perfume Company. Renamed Avon Products in 1939, the organization steadily grew to become a leader in the direct selling of cosmetics, fragrances, and skin care products.
By 2005, Avon was an $8 billion company that had achieved a 10 percent cumulative annual growth rate (CAGR) in revenue and a 25 percent CAGR in operating profit from 2000 through 2004. A global company, Avon operated in more than forty countries and received more than 70 percent of its earnings from outside the United States. By all typical financial metrics, Avon was a very successful company.
However, as the company entered 2006 it found itself challenged by flattening revenues and declining operating profits. While the situation had many contributing causes, one underlying issue was that Avon had grown faster than portions of its infrastructure and talent could support. As with many growing organizations, the structures, people, and processes that were right for a $5 billion company weren’t necessarily a good fit for a $10 billion company.
THE TURNAROUND
Faced with these challenges, CEO Andrea Jung and her executive team launched a fundamental restructuring of the organization in January 2006. Some of the larger changes announced included:
• Moving from a Regional to a Ma ...
The 10 Most Influential Leaders In Supply Chain To watch In 2024.pdfCIO Look Magazine
Jennifer Sheets is at the forefront of redefining corporate success through HR. As the CEO at MasterStaff, Inc., a national and international Human Resources firm specializing in the art of corporate growth through recruitment, retention, seminars, training, outplacement services, and more, Jennifer is leading the charge of revolutionizing every sector.
A roadmap to understanding the fundamental concepts of corporate governance based on theory, empirical research, and data. This guide takes an in-depth look at CEO succession planning.
Become an Employer of Choice by Investing in these 6 Key Employer Branding St...WilsonHCG
We’ve all heard about the global war for talent. But how do you win it? WilsonHCG’s Fortune 500 Top 100 Employment Brands Report defines the elements that make up a well-rounded employer brand and ranks companies based on their success in each category. These best-in-class companies provide a benchmark for effective employment branding tactics that you can incorporate into your organization.
In this one-hour webcast, “Become an employer of choice by investing in these 6 key employer branding strategies,” WilsonHCG’s CEO John Wilson, along with Glassdoor’s, Director of Client Services & Implementation Kelly Payne will reveal the six key traits of employment brands and the practices of highly ranked organizations that make them stand out. Join us to learn how to incorporate these best practices into your talent acquisition strategy and become an employer of choice.
1C H A P T E R1 AVON PRODUCTS, INC. .docxjesusamckone
1
C H A P T E R
1
AVON PRODUCTS, INC.
MARC EFFRON
A leadership development and talent turnaround system designed for executives
that leverage 360 - degree feedback, a leadership skill/competency model, and indi-
vidual development planning.
Introduction
A Success - Driven Challenge
The Turnaround
The Talent Challenge
Execute on the “ What, ” Differentiate with “ How ”
From Opaque to Transparent
The Avon 360
Broad - Based Transparency
From Complex to Simple
Performance Management
Engagement Survey
■
■
■
■
■
■
■
■
■
■
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 6/6/2020 8:17 PM via STRAYER UNIVERSITY
AN: 305508 ; Carter, Louis, Goldsmith, Marshall.; Best Practices in Talent Management : How the World's Leading Corporations Manage, Develop, and Retain Top
Talent
Account: strayer.main.eds-live
2 Best Practices in Talent Management
From Egalitarian to Differentiated
Communication to Leadership Teams
A Few Big Bets
Tools and Processes
From Episodic to Disciplined
From Emotional to Factual
From Meaningless to Consequential
The Results of a Talent Turnaround
Measuring the Talent Turnaround ’ s Success
INTRODUCTION
In early 2006, Avon Products, Inc., a global consumer products company focused on
the economic empowerment of women around the world, began the most radical
restructuring process in its 120 - year history. Driving this effort was the belief that
Avon could sustain its historically strong fi nancial performance while building the
foundation for a larger, more globally integrated organization. The proposed changes
would affect every aspect of the organization and would demand an approach to fi nd-
ing, building, and engaging talent that differed from anything tried before.
A SUCCESS - DRIVEN CHALLENGE
Avon Products is a 122 - year-old company originally founded by David H. McConnell —
a door - to - door book seller who distributed free samples of perfume as an incentive to
his customers. He soon discovered that customers were more interested in samples
of his rose oil perfumes than in his books and so, in 1886, he founded the California
Perfume Company. Renamed Avon Products in 1939, the organization steadily grew
to become a leader in the direct selling of cosmetics, fragrances, and skin care
products.
By 2005, Avon was an $8 billion company that had achieved a 10 percent cumula-
tive annu.
The New Leadership Playbook for the Digital AgeCognizant
Executives around the world are out of touch with what it will take to win, and to lead, in the digital economy. Digitalization, upstart competitors, the need for breakneck speed and agility, and an increasingly diverse and demanding workforce require more from leaders than what most can offer.
By David F. Larcker and Brian Tayan, Stanford Research Spotlight Series, September 1, 2016
This Research Spotlight provides a summary of the academic literature on the influence that CEOs have on company outcomes (performance and risk). It reviews the evidence of:
• The contribution of the CEO to overall company performance
• The relation between previous managerial experience and future performance
• The relation between personal attributes and performance
• The relation between personality and performance
• Factors that might influence risk tolerance
This Research Spotlight expands upon issues introduced in the Quick Guide “CEO Succession Planning.”
Die neue Studie “The Female CEO Reputation Premium? Differences & Similarities“ von Weber Shandwick und KRC Research untersucht, wie Führungskräfte weibliche und männliche CEOs wahrnehmen. Obwohl die Unternehmensreputation unabhängig vom Geschlecht des CEOs ist, finden sich dennoch Unterschiede in der Führungskompetenz männlicher und weiblicher CEOs. Weibliche Führungskräfte bleiben daher eher in Unternehmen mit weiblichen CEOs als mit männlichen…