performance goals

The outcome was not only to resolve the classic conflict of top-management stretch goals versus product-management practicality. It was also to preclude the equally classic conflict that comes later, the one about underperforming versus overexpecting.

J.C. Penney doesn’t have the performance it wants, Mr. Johnson has been tarred and “pundited” as a failure, employees and investors are dispirited, and customers are baffled. Help wanted: CEO.