Bertrand Duperrin's Library tagged longterm →  View Popular, Search in Google

CxO vision longterm innovation examplarynature CEO

"Incentive programs are ubiquitous in corporations, but there are serious flaws in how they have been implemented, particularly for executives. For an incentive system to usefully support a firm's long-term, society-focused agenda, companies need to lessen their reliance on financial rewards to motivate top management, strengthen share-ownership requirements and stock-vesting conditions for senior executives and board members, and change CEOs' perception of compensation as a tool to "keep score" vis-à-vis their peers and bolster their own egos."

incentives CEO longterm rewards

"Some years ago, the then-CEO of Air Products told me that it took his team two months to decide and plan layoffs, two weeks to do them, and two years to recover. When I asked why the company had done something that caused so much damage, the reply was that it was expected by Wall Street and his CEO peers. "

CEO courage management stocks longterm

"In my latest book, Fixing the Game: Bubbles, Crashes, and What Capitalism can Learn from the NFL, I wrote about the negative impact of executive stock-based compensation on corporate short-termism. Eliminating stock-based compensation would help reduce the incentive for executive leadership to focus on the short term. But there is a residual problem which has long frustrated me. The answer finally popped into my brain (funny how that works). As usual, the solution won't be easy to pull off (but that has never stopped me)."

shortterm longterm compensation stocks

"I've always been a big believer in using results as the differentiator between success and failure. You either achieve your goals or you don't. Energy, creativity, and activity are all good things — but they don't create value unless results are achieved.

Most organizations take the same stance. They put a great deal of emphasis on reporting and celebrating quarterly and yearly results — with the assumption that there is a huge upside to being perceived as a winning company. After all, positive results attract investors, raise stock prices, reinforce customers, draw talent, and more.

But only athletic events produce clear winners and losers in the short-term — and most organizations are not actively engaged in those. In fact, in many cases, the immediate "results" are in reality unknown, ambiguous, or disconnected from current performance."

performance results scorecard scoreboard longterm dialogue

"The time horizon: "Pull" does not mean thinking only about the short-term Many of the people we have talked to about our book have the misconception that pull is driven by a short-term mindset. After all, one of the key drivers of the move from push to pull platforms is the increasing difficulty in forecasting and predicting demand and the consequent challenges this presents"

pull push longterm indicators strategy iterations iterativethinking

"One area of thinking around innovation that doesn’t get much attention is how ownership and governance affects the ability of an organization to be innovative. It’s an issue that’s been playing on my mind for a few years but a recent conversation has prompted me to write down some ideas. First. I’ll just outline the conversation and then I’ll put down a few thoughts about links between corporate governance and innovation. "

innovation ownership governance ROI corporateboards longterm shortterm risk

Seeing Enterprise 2.0 as a number of short-term initiatives that will immediately boost the productivity of knowledge workers, improve collaboration and fuel innovation will do us more harm than good. There are definitely quick wins to be made, but we need more time to make the large and persistent wins. Harvesting the potential business benefits of Enterprise 2.0 requires insight, motivation, commitment, patience, perseverance, flexibility - and a large doze of good old-fashioned stubbornness. Why? Because it is about making people change.

enterprise2.0 adoption socialsoftware people business longterm transformation change productivity

OUR financial catastrophe, like Bernard Madoff’s pyramid scheme, required all sorts of important, plugged-in people to sacrifice our collective long-term interests for short-term gain. The pressure to do this in today’s financial markets is immense. Obviously the greater the market pressure to excel in the short term, the greater the need for pressure from outside the market to consider the longer term. But that’s the problem: there is no longer any serious pressure from outside the market. The tyranny of the short term has extended itself with frightening ease into the entities that were meant to, one way or another, discipline Wall Street, and force it to consider its enlightened self-interest.

shortterm longterm finance downturn crisis