More from these Authors

• 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

  CiteView DetailsEducators

  Related

• Teaching Plan | HBS Case Collection | September 2019

  Financial Inclusion at Omidyar Network

  Vikram S. Gandhi and James Barnett

  Teaching Note for HBS No. 218-069.

  Citation:

  Gandhi, Vikram S., and James Barnett. "Financial Inclusion at Omidyar Network." Harvard Business School Teaching Plan 320-018, September 2019.  View Details

  CiteView DetailsPurchase

  Related

• Article | MIT Sloan Management Review

  Improving the Rhythm of Your Collaboration

  Ethan S. Bernstein, Jesse Shore and David Lazer

  In this article, we summarize our research on the value of intermittency for complex problem solving at work and give practical advice on how organizations can improve the rhythm of their people's collaboration. Executives have been counseled to be collaborative leaders and to set the example at the top that they want to see in the rest of the organization. They have taken this message seriously, transparently devoting more and more of their days to in-person and online collaboration. By role modeling such ubiquitous use of collaboration technology, business leaders have helped define an era of always-on collaboration. It is now time to role model a more sustainable, productive rhythm (i.e., patterns of sound _and_ silence) of collaboration.

  Keywords: problem solving; Collaborative Innovation and Invention; Online Technology; Leadership;

  Citation:

  Bernstein, Ethan S., Jesse Shore, and David Lazer. "Improving the Rhythm of Your Collaboration." MIT Sloan Management Review 61, no. 1 (Fall 2019).  View Details

  CiteView DetailsFind at Harvard Register to Read

  Related