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• Case | HBS Case Collection | August 2018 (Revised March 2019)

  Facebook—Can Ethics Scale in the Digital Age?

  George A. Riedel and Carin-Isabel Knoop

  Since its founding in 2004, Facebook has built a phenomenally successful business at global scale to become the fifth most valuable public company in the world. The revelation of Cambridge Analytica events in March 2018, where 78 million users' information was leaked in a 2016 U.S. election cycle, exposed a breach of trust/privacy among its user community. In the past, growth at any costs appeared to be the de facto strategy. Now many voices such as regulators, advertisers, ethicists, shareholders and users argued for a more responsible approach to addressing their concerns. Mark Zuckerberg (CEO/Chair/Founder) and Sheryl Sandberg (COO) mapped out their six-point plan to address this existential threat. Could they continue to grow and rectify the breach of trust/privacy? Did other stakeholders have some greater responsibility too? In addition to issues of privacy and trust, there is a growing chorus of concern about “content moderation”—not for the easy topics like spam or copyright material—but for the hard things revolving around political points of view, hate speech, polarizing perspectives, etc. How will Facebook strike the balance between free speech and corrosive content across billions of users and dozens of languages? Are they the arbiters of truth/censorship in the digital world?

  Keywords: Ethics; Corporate Social Responsibility and Impact; Business and Stakeholder Relations; Trust; Business Model; Corporate Accountability;

  Citation:

  Riedel, George A., and Carin-Isabel Knoop. "Facebook—Can Ethics Scale in the Digital Age?" Harvard Business School Case 319-030, August 2018. (Revised March 2019.)  View Details

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• Case | HBS Case Collection | March 2019

  Christine Lagarde (Abridged)

  Julie Battilana, Carin-Isabel Knoop and Julia Kelley

  Citation:

  Battilana, Julie, Carin-Isabel Knoop, and Julia Kelley. "Christine Lagarde (Abridged)." Harvard Business School Case 419-055, March 2019.  View Details

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• Background Note | HBS Case Collection | October 2018 (Revised March 2019)

  Note on Managing Workforce Reductions

  Ethan Bernstein and Carin-Isabel Knoop

  Each individual who enters an organization will, at some point, leave. And yet most future leaders spend significantly more effort learning about recruiting than departures, despite the sensitivity and challenges associated with the latter. This note is intended to help address that imbalance. This note provides a roadmap for managers and employees to follow when instituting or facing layoffs. It aims to help managers consider the broader implications that should be taken into account when conducting layoffs, including how to structure and execute them effectively; how to minimize the negative impact on laid-off employees, “surviving” employees, the firm’s reputation, and the community; and what alternatives any firm contemplating layoffs should consider.

  Keywords: layoffs; downsizing; workforce; workforce reductions; delayering; Human Resources; Employees; Resignation and Termination; Management; Organizations; Reputation;

  Citation:

  Bernstein, Ethan, and Carin-Isabel Knoop. "Note on Managing Workforce Reductions." Harvard Business School Background Note 419-039, October 2018. (Revised March 2019.)  View Details

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