More from these Authors

• Teaching Note | HBS Case Collection | January 2020

  Booking.com

  Stefan Thomke

  Citation:

  Thomke, Stefan. "Booking.com." Harvard Business School Teaching Note 620-080, January 2020.  View Details

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• Case | HBS Case Collection | June 2018 (Revised January 2020)

  Sony

  Stefan Thomke, Atsushi Osanai and Akiko Kanno

  Sony used to be synonymous with "innovation" and "cool products." The case reveals how the company lost its edge and describes the leadership initiatives to restore its former glory. In 2012, Kazuo (Kaz) Hirai becomes CEO and successfully transforms Sony, including a relentless focus on differentiation through "wow" products instead of chasing scale. How should he organize and manage the company's response to digital opportunities, such as virtual reality, that could affect the company's entire value chain?

  Keywords: customer experience; product differentiation; transformation; Transformation; Leadership Style; Technology Adoption; Leading Change; Electronics Industry; Media and Broadcasting Industry; Video Game Industry; Japan;

  Citation:

  Thomke, Stefan, Atsushi Osanai, and Akiko Kanno. "Sony." Harvard Business School Case 618-045, June 2018. (Revised January 2020.)  View Details

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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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