Harvard Business Review

SEPTEMBER 26, 2011

He changed "Market Total Shareholder Return" (M-TSR)" to "Operating Total Shareholder Return (O-TSR)." M-TSR measured the market return to shareholders based on the stock price appreciation plus dividends over a three-year period.

TSR 14

TSR CEO Short-term Long-term 14

CO2

APRIL 1, 2022

These generations are influential and powerful — and they expect your business to make choices today that will positively impact the future of our world. greater annualized total shareholder return (TSR) 7.7% Purpose should challenge you to consider how your business connects to the larger ecosystem of our world.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

APRIL 1, 2022

These generations are influential and powerful — and they expect your business to make choices today that will positively impact the future of our world. greater annualized total shareholder return (TSR). Purpose should challenge you to consider how your business connects to the larger ecosystem of our world. greater revenue growth.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Harvard Business Review

OCTOBER 13, 2011

For long-term incentive plans, the dominant measure is total shareholder return (TSR). The primary measurement it uses in its recommendation on each company's advisory 'say on pay' vote is the movement of the CEO's pay in relation to the company's one- and three-year TSR. bonus plans, according to our research. The objective?

TSR 10

TSR CEO Incentives Long-term 10

Harvard Business Review

JANUARY 18, 2012

This answer is premised on the notion that the most objective test of a CEO's leadership ought to be how the company does during his or her full tenure at the helm, rather than the latest quarterly earnings of the company or the CEO's power, family pedigree or positive media coverage. The young professionals.

CEO 15

CEO Education TSR Globalization 15

Harvard Business Review

OCTOBER 3, 2012

The findings revealed that a group of companies emerged with higher total shareholder return (TSR) than their peers post-recession. The most successful companies had a positive attitude and an optimistic mindset that enabled them to see — and to seize — the opportunities presented by the crisis.

TSR 15

TSR Apparel Consultative Uncertainty 15

Harvard Business Review

OCTOBER 3, 2012

The findings revealed that a group of companies emerged with higher total shareholder return (TSR) than their peers post-recession. The most successful companies had a positive attitude and an optimistic mindset that enabled them to see — and to seize — the opportunities presented by the crisis.

TSR 8

TSR Apparel Consultative Uncertainty 8