Earlier quoted context omitted.
> The primary function of a manager is to say "No". I'm a manager, and I can't really see this being the key job description. But if it was, why would that have gotten harder in the last few decades?
Lots of people come to my team asking for work on X. If I said yes to everything my team would collapse from being spread too thinly. Being able to say that X is lower priority than what I am currently working on and leave the door open for re-evaluating priorities if needed is a key part of my job. My team also frequently comes to me with ideas for interesting work that also isn't contributing to our vision. If we j…
The MBA Myth and the Cult of the CEO
81–90 of 164 posts
Re: The MBA Myth and the Cult of the CEO
#82Not only might there be issues with choosing CEOs based on pedigree and past performance (related to share value), but even the measurement of share value is arguably a weak indicator of company health and profitability. Many institutions and media organizations are focused on quarterly or annual share price, but those numbers can be temporarily inflated if the company is willing to take actions that would damage its…
But even if you disagree, isn't that just another way of arriving to the authors same conclusion?
If share price is a terrible proxy for company health, then why are we paying CEOs based on it? And if it is a good proxy for company performance, then it's proving that CEOs are being grossly overpaid for what are essentially random outcomes. Under both scenarios, something is terribly wrong.
Re: The MBA Myth and the Cult of the CEO
#83Earlier quoted context omitted.
> The primary function of a manager is to say "No". I'm a manager, and I can't really see this being the key job description. But if it was, why would that have gotten harder in the last few decades?
Agreed. Being a decision maker means saying "yes" and "no", with the awareness that saying "yes" to some things, means saying "no" to others. In my experience, those who say "the primacy function of manager is to say no" have either failed at management, or are working in organizations so conservative that they are immobile.
Re: The MBA Myth and the Cult of the CEO
#84This is great work. It's a real job gathering and analysing all that CEO performance data. My guess is that most people were suspecting this anyway. The fact is the CEO is there for a few years making a few key decisions, a large company is like an oil tanker, and markets are quite hard to predict. Taleb has cooked a fair bit of soup on the fooled by randomness idea, but in this case his observations are correct. It…
A process' is a combination of know-how + culture + rules + compliance.
Every business goes through cycles (eg startup, growth, pivot, then repeat)
At every cycle, different personal qualities of a CEO would be more beneficial.
However, a property of a company with a cult of 'process', is that the process will organically select and retain a right CEO at a right cycle.
So two outcomes of the above position: a) recognizing a company with a good process, is a very important and powerful skill to have (likely Warren Buffet has it).
b) averaging CEO performance without recognizing what cycle the company is at, compared to CEOs skills, is not by itself a measure of CEO performance. It is more of a proxy measure to whether the company has a sustainable and investment-ready process or not.
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By the way, with regards to > This is why it's not such a big deal for most people that Ronaldo or Messi get paid a lot more than their teammates, and the rest of society.
I would challenge that, and say that it is quite abnormal, historically, for entertainers to get paid this much.
The development of multiplicative technologies (radio, TV, internet), and lack of wars between the 'super-nations' -- is really what made entertainers into exceptionally wealthy profession.
So, yes it reasonable to assume better performing sportman will get paid more than their team mates. But it is not reasonable that they get paid this much... that bothers me.
Re: The MBA Myth and the Cult of the CEO
#85This is great work. It's a real job gathering and analysing all that CEO performance data. My guess is that most people were suspecting this anyway. The fact is the CEO is there for a few years making a few key decisions, a large company is like an oil tanker, and markets are quite hard to predict. Taleb has cooked a fair bit of soup on the fooled by randomness idea, but in this case his observations are correct. It…
We don't need Presidents and Popes either. The world is a much more complicated place today, than during the time of kings, and the accumulating data is going to keep revealing the complexity is too much for one man or woman to be responsible for it all. But when a Deepwater Horizon type event happens and the whole herd starts baying for blood, are we sophisticated enough to say hey look at the data whats the point o…
Re: The MBA Myth and the Cult of the CEO
#86This is great work. It's a real job gathering and analysing all that CEO performance data. My guess is that most people were suspecting this anyway. The fact is the CEO is there for a few years making a few key decisions, a large company is like an oil tanker, and markets are quite hard to predict. Taleb has cooked a fair bit of soup on the fooled by randomness idea, but in this case his observations are correct. It…
He did something similar to Pixar.
Microsoft is another example. Same company, same staff, same products, 3 CEOs, stark difference in results.
Re: The MBA Myth and the Cult of the CEO
#87I've done these same analyses before as well, and more. This is the correct analysis to do if you're looking to build an alpha-generative trading strategy. It is not necessarily the correct analysis to do if you want to measure actual CEO performance. If you want to measure CEO performance, you need to look at growth in fundamentals, not share price. The share price is going to reflect the market's beliefs about the…
Except, we've learned via a robust body of research over the last 5 decades that the market is largely efficient. Therefore, a change in share price over time (not measured in quarters, but over 3+ year periods...as was done in this study) is an excellent proxy for change in fundamentals.
Re: The MBA Myth and the Cult of the CEO
#88Let's take a famous example - Steve Jobs. Booted from his own company, then NeXT was a middling success (because of its acquisition), and Pixar was a much larger success but much more because of John Lasseter than anything Jobs did. Was there anything there to suggest that Jobs was going to be as successful as he was with turn-of-the-century Apple? How could somebody who was that successful at the helm not have similarly suceeded in his previous ventures? At the same time, can any sane person say that Apple was destined to take off like a rocket, that Jobs was merely lucky to be in the CEO role when it happened and take all the credit, that therefore anybody else could've been CEO and Apple still would've turned out to be wildly successful? That is patently ridiculous.
People are not islands. People can be more than the sum of their circles. Jobs was as successful as he was because he was in the right company plus at the right time plus with the right people around him (Jony Ive present, John Sculley absent, etc.).
Now, the author doesn't mention this because the author has no way of quantifying the, for lack of a better encompassing term, "cultural fit" of any given CEO candidate with any given corporate setting. But just because the author does not understand the relationship does not mean that the relationship does not exist. That the economy fails to judge CEOs properly and offer the correct opportunities to the correct candidates does not mean that all candidates are appropriate in all roles with their performance more or less in the hands of fate. Getting a random result for non-random inputs is not evidence of randomness but evidence of misunderstanding the inputs or of a poor metric.
Postscript: boards are completely justified in firing CEOs for poor performance ostensibly due to external, macroeconomic factors. The captain's job is to weather storms, not return to Spain with naught but an excuse for why the King's colonial riches have sunk to the bottom of the Atlantic. Maybe the captain hired the wrong sailors who would've fared better in fairer weather. Maybe the captain was brought aboard a boat with a hole in the hull. But part of the captain's job is to make sure the ship is properly staffed and that holes are plugged. If they're not, then the captain doesn't get to cry foul for a storm exposing his incompetence. Jobs had his storms - the dot-com bust and the 2008 recession. So what?
Re: The MBA Myth and the Cult of the CEO
#89Re: The MBA Myth and the Cult of the CEO
#90The rise in CEO pay, and tying CEO pay to stock performance, are entirely orthogonal issues. The fact that the article doesn't seem to realize this distinction, makes me question how much of the rest of the article is similarly flawed.
Can you elaborate on why they’re “entirely orthogonal?” Since this increased compensation is stock, aren’t they at least somewhat related?