By Brendan Byrnes, The Motley Fool
Filed under: Investing
In the video below, The Motley Fool speaks with Roger Martin, strategy expert and dean of the Rotman School of Management at the University of Toronto. We discuss how to fix the biggest problem with executive compensation, which Martin believes is that it incentivizes CEOs to make decisions based on the short term, not based on the long-term benefits of the business. Martin argues that we would be better off if executives were compensated in stock that began to vest after the CEO retired, therefore incentivizing the CEO to focus on the long-term health of the company.
A transcript follows the video.
The full interview with Roger Martin can be seen here, in which we discuss a number of topics including Bill Ackman, innovation, corporate responsibility, executive compensation, and how to pick great companies. Martin is the coauthor of Playing to Win, a new book focusing on strategy written with former Procter & Gamble CEO A.G. Lafley.
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Brendan Byrnes: Should CEOs not get any stock-based compensation?
Roger Martin: I think the world would work a lot better if they didn’t. We have this now romantic attachment to stock-based compensation. If people feel that they have to use stock-based compensation, I think they have to do two things.
One is, in the case when I hired you, I’d say, “Brendan, this is your only grant of stock-based compensation you are ever going to get as CEO. It’s a really big one, but we’re not going to give you one annually.”
And, “These are restricted. They’re restricted until three years after you retire.”
If that was the case, then you wouldn’t try to drive things down to drive them back up because you’re not going to get some more stock at a low value, and you won’t try and time it right to the end and do all sorts of extravagant, crazy things at the end — gigantic acquisitions, massive cost-cutting of all R&D and everything — to get the stock as high as possible when you retire, because it’s going to have to perform well for several years until you leave. That’s what I would do.
Brendan: And maybe you would focus more on grooming a successor.
Martin: Oh, you sure would. You sure would.
Brendan: Waiting three years afterwards.
Martin: Yeah, because that person, you really depend on them. Again, back to P&G and A.G. Lafley, he went to the board and said, “You know all my stock-based compensation? I think you should make it vest in 10% increments in each year after I retire.” He did that, not the board.
He said, “This would …read more
Source: FULL ARTICLE at DailyFinance