The troubles associated with executive performance targets are wellknown.
Most often they encourage short-termism. Cutting research and
development to increase quarterly profitability or earnings per share, for
instance, may compromise an organization’s ability to introduce innovative
products and services. Managers can also game the metrics—by, say,
lowballing budgets and forecasts to set themselves easily achievable goals.
And, some executives manipulate performance numbers by accelerating
revenue recognition or postponing discretionary expenditures. Join
Professor Milbourn for an engaging discussion of this complex topic.
4:30 pm Registration
5:00–6:00 pm Thought Leadership Presentation
6:00–7:30 pm Cocktail Reception and Networking
Email firstname.lastname@example.org, or call 816-875-3451 for more information.