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. The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. Too often, the focus turns to profit.

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. The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. higher operating profitability.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

Harvard Business Review

SEPTEMBER 26, 2011

As a result, consumers will reward us with leadership sales, profit and value creation, allowing our people, our shareholders and the communities in which we live and work to prosper.". He changed "Market Total Shareholder Return" (M-TSR)" to "Operating Total Shareholder Return (O-TSR)." Aligning Core Systems.

TSR 15

TSR CEO Short-term Long-term 15

Harvard Business Review

OCTOBER 13, 2011

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. For long-term incentive plans, the dominant measure is total shareholder return (TSR). bonus plans, according to our research. The objective?

TSR 12

TSR CEO Incentives Long-term 12

Harvard Business Review

MAY 25, 2017

Other firms have ventured down this path, including the conglomerate Wesfarmers , with its 200,000-plus staff, and the global hospital operator Ramsay Health Care. You might expect that the board, under its new chair’s leadership and following the kerfuffle, would back away from the issue. It has no intention of doing so.

TSR 13

TSR Banking Incentives Committee 13

Harvard Business Review

DECEMBER 25, 2014

Ironically, my story is a story of overcoming my own biases about diversity—and then using these hard-won insights to build one of the most diverse leadership teams and board of directors in the world. Recognize that a diverse leadership team delivers superior long-term performance.

Team 15

Team Diversity Mentor CFO 15