Americablog reader Trician M. sent over an
excellent link from the Times as well as a personal story related to executive pay.
My father built a financial institution in the late 60's that had offices in 17 countries. He took great pride in it's reputation. He was never compensated on the order of today's CEO's but he never gave anything but his best. We have gone way off track and as far as I am concerned we need a new generation of CEO's like him.
We've come a long way from those days, haven't we? The comments in the Times article include some great ideas such as opening up the books of Wall Street. When a consumer asks for a loan, that's what the banks ask for so let's do the same for Wall Street so we can see just how much they're cutting back.
The problem also is the influence of the compensation committees and the compensation consultants. This is a nothing more than friends taking care of friends. As long as the money flows and everyone (at the top) gets a cut, no questions are asked. The chummy relationships are great for the inner circle (including the likes of Robert Rubin, who needs to do the honorable thing and give back the money he made at Citi and then go away and stay away) but for the American investors who now own substantial pieces of these banks, it sucks. Listen to the
Citi CEO in this interview and tell me this is someone who has a clue. He sounds like a politician who can't answer a question but can tell a completely irrelevant story.
Another theme in the comments is to let them go away. If these over-hyped and over-paid executives think they're worth more, fine, give it a try. Robert Nardelli (now at Chrysler after failing at Home Depot to the tune of $240 million) managed to jump ship at the right time, but as they say, the times they are a changin'. Let the arrogant Citi CEO Pandit go out and create a new hedge fund. Go ahead and see how that works. Let him send out his CV to Europe, Asia or the Middle East and let's see how many people jump at the opportunity to pay him millions upon millions for being a failure. I'm sure the list is endless, so let us know how it all works out.
Executive pay needs to be much more closely associated with the overall success of a business over more than a quarter-by-quarter or financial year cycle and when business is removed because it's bad, you don't get paid for it. A crazy idea, isn't it? There is no evidence out there (beyond what the pay consultants whip up) that suggests the high pay has been worth it for business or investors yet it continues.
So coming back to the original article, what is the answer to CEO pay? What are they worth and how do we restructure what is obviously a failed system? The most important question is, do we have the right team arriving to address this system? While all qualified and competent, have they changed their now dated views of the system and will they make the necessary changes? The Robert Rubin connections are a concern.
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