Incentives
Researchers have not been able to find a link between banker compensation and short-term performance metrics. In their words, their finding “refutes the suggestion that incentive structures in banks could be blamed for the crisis”. As we were reading the study’s description, we were alarmed that the professor equated “short-term performance” with the short-term movements in share prices, which is not usually how compensation is set in banks. Then we found a post by the Epicurean Dealmaker that destroys the study precisely on these arguments.
Great thought-provoking article, called “The Dumbest Idea In The World: Maximizing Shareholder Value”, sent by our most loyal reader. As the sender himself said, the discussion isn’t new but it’s always interesting. The real point of it is the power of incentives. The “too-simple” conclusion would be that “the road to hell is paved with good intentions” – but that would be wrong.
“A catalogue of disastrous decisions”: that’s the title of a story today in the Financial Times about the many failures in the downfall of the Royal Bank of Scotland. More specifically, the author recommends the chapter on “Management, governance and culture” in the FSA’s report about that bank’s failure. In the face of it, the board looked knowledgeable and transparent, and the CEO didn’t look too dominant. And yet the company went bust despite the fact that the “checklist” seemingly gave the “right” answers…
Sure there must be incentives for Directors to act on their fiduciary duties, and one possible line to follow is to increase the liability, as argued in this Deal Professor article – but then again “Directors and Officers Liability insurance” is usually part of the benefits package. The larger issue is that this is very hard to judge and there are no rules to ensure a good Board of Directors. Getting to understand the “people” aspect of a company is a case-by-case, long, investigative effort and there’s no substitute for time/experience and hard work.
Nothing new, but always nice to emphasize. Booz & Co.’s Strategy & Business has a summary of a recent paper on CEO compensation. It’s public knowledge that it has skyrocketed in the last 20 years or so, but this paper searches for a driver – and finds it in “compensation benchmarking”. You could also call it “The grass is always greener” effect.
It seems obvious but Dan Pink makes it interesting in this 2009 TED talk: extrinsic incentives work great for certain situations but poorly for others of higher complexity. His other point, that there’s a “mismatch between what science knows and what business does”, is also important… but trying to bridge this gap can lead to information overload if managers try to cover all the “buzzwords” for fear of missing out on the latest (supposedly) performance-enhancing method.
The debate on the so-called “ideology of talent” isn’t as clear-cut as Financial Times guest columnist David Bolchover argued. There’s merit in pointing out how a blind “cult” of talent – or at least perceived talent – has led to inadequate incentive structures. However, blaming the financial crisis on this talent chase seems way over [...]
