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• Background Note | HBS Case Collection | May 2019

  Developing Yourself as a Leader: A Framework for Millennial High Potentials & Emerging Leaders: How to PACE Your Self-Development

  Ethan Bernstein and Kirstin Lynde

  Millennials are redefining what it means to develop future leaders. In business organizations, leadership development—defined as “the expansion of a person's capacity to be effective in leadership roles and processes“—has traditionally been the work of corporate development programs for select employees handpicked and cultivated by senior management. With the millennial generation of leaders, however, leadership self-development is becoming far more common.
  This note embraces the movement towards leader self-development. It also recognizes that, for it to be successful, those who are now in the driver’s seat—the high-potential and emerging leaders themselves—must be equipped to succeed. The note lays out the PACE Model for leadership self-development, grounded in research, to help developing leaders forge systematic habits to accelerate self-development and success.

  Keywords: Talent and Talent Management; Human Resources; Leadership Development; Leadership Style; Leadership; Goals and Objectives; Management Skills; Management Style;

  Citation:

  Bernstein, Ethan, and Kirstin Lynde. "Developing Yourself as a Leader: A Framework for Millennial High Potentials & Emerging Leaders: How to PACE Your Self-Development." Harvard Business School Background Note 419-045, May 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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• Case | HBS Case Collection | October 2018

  P-Will at DISCO

  Ethan Bernstein, Naoko Jinjo and Yuna Sakuma

  From the outside, DISCO—a Japan-based manufacturer of precision tools for semiconductor production devices—appeared to be a rather ordinary company that had achieved rather extraordinary success: it had simultaneously achieved 70% global market share, had lifted its profitability from 15% to 30% over the past seven years, and was consistently selected as a "Best Workplace" in Japan. The secret to DISCO’s success, according to CEO Kazuma Sekiya, lies in its truly individualized management of human capital, which they called the P-Will (Personal Will) system.
  P-Will was a proprietary managerial accounting system based on Will, a currency that enabled internal market transactions. At DISCO, every hour of labor and every good was associated with a price in Will. Employees were expected to act like independent business owners; they used the P-Will system to manage their own revenue contributions and business expenses in Will. Four times a year, the balances of individual P-Will accounts were converted to real currency and paid out as bonuses.
  In the last couple of years, about 10 companies, including other companies in the semiconductor industry, had visited Sekiya wanting to replicate DISCO’s enviable success and introduce the P-Will system at their companies. However, none of these companies had actually implemented it. Seeing off another guest who had visited DISCO, Sekiya asked himself: Why don’t other companies adopt the P-Will system? What were the conditions under which P-Will would work—and not work?

  Keywords: human capital; P-Will; DISCO; semiconductors; Self-Managed Organizations; Governance; Human Resources; Selection and Staffing; Management Practices and Processes; Management Systems; Organizational Structure; Organizational Design; Semiconductor Industry; Japan;

  Citation:

  Bernstein, Ethan, Naoko Jinjo, and Yuna Sakuma. "P-Will at DISCO." Harvard Business School Case 419-035, October 2018.  View Details

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