Harvard Business Review

SEPTEMBER 26, 2011

CEOs can use both signals and systems as powerful levers in tilting the focus of their company toward long-term societal value creation — which will take care of their shareholders perfectly well. Because people in organizations watch what their leader does and follow suit, the CEO wields a powerful lever: modeling desired behaviors.

TSR 14

TSR CEO Short-term Long-term 14

CO2

APRIL 1, 2022

After all, your business’s future success depends not only on the health and longevity of the community in which you operate — but also on the health of our entire world. For this reason, margin is one of the best indicators of whether your organization operates according to its corporate purpose. greater revenue growth 34.7%

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

APRIL 1, 2022

After all, your business’s future success depends not only on the health and longevity of the community in which you operate — but also on the health of our entire world. For this reason, margin is one of the best indicators of whether your organization operates according to its corporate purpose. higher operating profitability.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Harvard Business Review

OCTOBER 13, 2011

This blog post is part of the HBR Online Forum The CEO's Role in Fixing the System. If CEOs are going to operate for stakeholder value — rather than just for shareholder value — then their pay ought to be structured in a way that supports them doing so. Today, U.S. executive pay is structured for the latter.

TSR 10

TSR CEO Incentives Long-term 10

Harvard Business Review

MAY 25, 2017

The Commonwealth Bank’s shareholders were reacting to the board’s annual Remuneration Report, which contained a recommendation that the CEO be granted a bonus based on what critics saw as “soft” measures. Should CEO performance be assessed only on “hard” measures?

TSR 9

TSR Banking Committee Incentives 9

Harvard Business Review

DECEMBER 25, 2014

Thirty-one years later, I became Chairman and CEO of a global Fortune 300 company. The leading executive recruitment firm Egon Zender, as part of talent evaluation at the time of Dow Chemical’s merger with Rohm and Haas in the Spring of 2009, described us as the “best CEO university” they had ever seen.

Team 12

Team Diversity CFO TSR 12

Harvard Business Review

OCTOBER 3, 2012

For instance, when customers expressed a desire for more time with sales associates, Journelle reorganized its operations and stripped away all non-customer facing activities (e.g. The findings revealed that a group of companies emerged with higher total shareholder return (TSR) than their peers post-recession.

TSR 15

TSR Apparel Consultative Uncertainty 15