Can Compensation Lead Culture? Board Compensation Committees

Executive pay didn't get complicated by accident. Roger Brossy, co-founder of Semler Brossy, has advised boards on compensation since 1981 — and he traces today's executive compensation landscape back to some unexpected starting points.

Many boards already approach CEO evaluations with rigor and good intent. The opportunity for improvement is less about reinventing the process and more about sharpening how feedback is collected, integrated, and communicated.

How family businesses can align values, pay and performance — and where most fall short.

Three topics stood out in our most recent internal discussion: the broadening perspective on peer groups and talent markets, growing prevalence of targeted retention awards, and the current effect of AI on pay design and human capital economics. We continue exploring and welcome dialogue about these and other topics we're tracking.

The environment surrounding executive compensation is becoming harder to interpret. Regulations are evolving, shareholder expectations are diverging, economic signals are mixed, and the geopolitical landscape is volatile. 

As CEO turnover rises and business disruption accelerates, succession planning has become a strategic governance priority.

We explain a framework that helps boards understand the current and desired state of their organization’s culture and what leadership is and can be doing to align culture with strategic direction.

Informal discussions, while seemingly convenient, often fall short in providing the continuity, accountability, and clear guidance essential for effective leadership and sustained organizational success.