The Practical Leader
OCTOBER 5, 2011
The CEB study found companies “where employees provide honest feedback substantially outperformed their peers in terms of 10-year TSR (Total Shareholder Return) from 1998–2008. Two factors stood out in particular: Openness of Communication – Employee perceptions of the extent to which managers encourage two-way dialogue matters.
The Horizons Tracker
SEPTEMBER 22, 2022
“Unlike traditional metrics like TSR (total shareholder return), climate-linked incentives in the energy industry so far do not include evaluation against a peer group,” the researchers explain. “As Use actionable performance measures that reflect the added value that management can bring to influence them.
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Harvard Business Review
SEPTEMBER 26, 2011
When Lafley took over as CEO, he made a subtle but important but change in a core, senior-management, performance-measurement criterion. He changed "Market Total Shareholder Return" (M-TSR)" to "Operating Total Shareholder Return (O-TSR)."
Harvard Business Review
JANUARY 18, 2012
During his tenure, Naveen Jindal has delivered a staggering total shareholder return (TSR) of 13,784%, increasing JSPL's market capitalisation by Rs 606 billion (about US $12.1 Buoyed by this success, JSPL has now set very ambitious investment plans in iron ore mining, steel production and power generation. The young professionals.
Harvard Business Review
OCTOBER 3, 2012
Management set out to build the best customer experience possible by instituting a training program for sales staff and fully committing themselves to its implementation. The findings revealed that a group of companies emerged with higher total shareholder return (TSR) than their peers post-recession.
Harvard Business Review
APRIL 30, 2013
Indeed, our study shows that the biggest variations in TSR are not between industries but within them. But the TSR variations of companies within these industries were far greater: 44 percentage points in tobacco and 69 percentage points in computers and peripherals. For them, industry was not destiny. So how do the winners do it?
Harvard Business Review
JUNE 29, 2018
But for a business that is struggling with growth and/or profitability, MA&D is not going to be of assistance if it distracts management’s time from fixing the core customer value equation problem — and it almost inevitably distracts. Well, Ed Garten isn’t a board member of a Dow Jones 30 company anymore.
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