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• Case | HBS Case Collection | September 2019

  JTC: Stronger Together with Shared Ownership

  Ethan Bernstein and Daniela Beyersdorfer

  Nigel Le Quesne, CEO of Jersey-based financial services firm JTC, firmly believed that "shared ownership" was at the heart of his company’s successful track record. The firm had seen its revenues, profits, and number of clients and staff grow steadily throughout its over 30-year history, and management attributed much of its competitive edge to its culture in which engaged employee owners had fully aligned interests and collaborated for the greater good of the firm. Le Quesne had seeded the first employee benefit trust with some of his own equity when becoming CEO in 1998, making all employees—from the receptionists to top executives—direct shareholders in the firm. Over time, the employee owned equity had grown from 5% to 23% and the trusts created significant value that had already been directly distributed to employees in two past pay-out events. In 2018, after JTC’s successful IPO, Le Quesne and his leadership team have to decide if and how to adjust the shared ownership tools to their new public markets environment.

  Keywords: Ownership; Employee Ownership; Leadership Style; Compensation and Benefits; Organizational Culture; Employee Stock Ownership Plan; Going Public; Mission and Purpose; Management Practices and Processes; Human Resources; Financial Services Industry; Channel Islands; Europe; United States;

  Citation:

  Bernstein, Ethan, and Daniela Beyersdorfer. "JTC: Stronger Together with Shared Ownership." Harvard Business School Case 420-008, September 2019.  View Details

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• Article | MIT Sloan Management Review (website)

  How to (Inadvertently) Sabotage Your Organization

  Stefan H. Thomke

  Some of the biggest threats to organizational performance can and do come from within. In an age when companies are told to be agile, to learn from experiments, and to be entrepreneurial, we are still vulnerable to actions — deliberate or unintentional — that stem from timeless human behavior and organizational processes that haven’t changed much in the last century. In 1944, the Office of Strategic Services (OSS), the Central Intelligence Agency’s predecessor put together a secret field manual for sabotaging enemy organizations. Lowering employee morale — organizational sabotage — was considered as effective at slowing down an organization’s output as pouring sand into the lubrication systems of its machines. Are today's managers inadvertenyly following the field manual's advice?

  Keywords: management practices; effective managers; self-awareness; CIA,; organizational behavior; Management Practices and Processes; Organizations; Behavior; Performance;

  Citation:

  Thomke, Stefan H. "How to (Inadvertently) Sabotage Your Organization." MIT Sloan Management Review (website) (September 4, 2019).  View Details

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• Article | MIT Sloan Management Review

  The Magic That Makes Customer Experiences Stick

  Stefan H. Thomke

  Why do some customer experiences have that magical "wow" factor, making them all destined for success, while others get few, if any, enthusiastic customer responses? How would we "design" a great customer experience? These are some of the questions that the article addresses.

  Keywords: customer experience; Emotion; innovation; experimentation; storytelling; Customer Satisfaction; Emotions; Design; Innovation and Invention;

  Citation:

  Thomke, Stefan H. "The Magic That Makes Customer Experiences Stick." MIT Sloan Management Review 61, no. 1 (Fall 2019).  View Details

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