Vantage Circle

FEBRUARY 24, 2023

There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow. They should thus, be motivated and compensated equitably.

Employee Engagement 104

Employee Engagement Implementation Benefits Accounts 104

Harvard Business Review

MAY 6, 2016

Why isn’t more of that cash going into developing businesses for long-term gains — the big, outsized gains that come from big bets on the future? Among many good explanations is one that deserves more airtime: compensation design changes stemming from recent reforms that, ironically, were meant to benefit long-term shareholders.

Cash Flow 12

Cash Flow Manager Government Digital Transformation 12

Harvard Business Review

MAY 28, 2018

By 2016, the rise of smart phones seemed to have made the company less relevant: Its revenues were at almost the same level they had been a full decade earlier. It also called for streamlining headquarters and cutting executive management’s compensation. The number of directors and officers would be reduced.

Balance Sheet 12

Balance Sheet Cash Flow Banking Fixed Costs 12

Harvard Business Review

OCTOBER 5, 2017

Since the beginning of 2016, the financial performance of hospitals and health systems in the United States has significantly worsened. MD Anderson Cancer Center lost $266 million on operations in FY 2016 and another $170 million in the first months of FY 2017. All these problems contribute to diminished cash flows.

Hospitality 8

Hospitality Insurance Cash Flow Operations 8

Harvard Business Review

AUGUST 25, 2017

companies over nine consecutive quarters (Q1 2014 through Q1 2016). Sales leaders will need to create action plans and compensation schemes that reward appropriate, long-term behavior. If their compensation structures change, sales reps will notice. million sales transactions from the anonymized data of 151 U.S.

Sales 8

Sales Sales Cash Flow Compensation 8

Harvard Business Review

JULY 17, 2018

Since Immelt’s departure, GE’s stock is down another 30%, as its new CEO, John Flannery, has struggled to cope with the cash flow drain from years of problematic acquisitions, divestitures, and buybacks. Because of these dubious decisions, GE’s ratio of debt to earnings has soared from 1.5 in 2013 to 3.7

Cash Flow 8

Cash Flow Revenue Accounts Sales 8

Harvard Business Review

MAY 14, 2015

A central plank of the plan is to “return $8 [billion] to $9 billion to shareholders in 2015 and to reach the top end of its three-year target of returning $18 billion to $20 billion to them by the end of 2016.” Rather, it is corporate executives with their stock-based compensation who benefit.

Compensation 13

Compensation Cash Flow Benefits Banking 13