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• Teaching Plan | HBS Case Collection | September 2019

  Financial Inclusion at Omidyar Network

  Vikram S. Gandhi and James Barnett

  Citation:

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

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• 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

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• Background Note | HBS Case Collection | August 2019

  Note on Shared Ownership

  Ethan Bernstein and Nick Rekenthaler

  While several tactics can drive company performance by instilling a sense of shared ownership among employees, perhaps the most direct is to actually share ownership with employees. Many public and private companies across industries have done just that, and studies have found that sharing ownership with employees can benefit a number of workplace performance metrics. This note summarizes the historical context from which shared corporate ownership grew, presents the three key decisions that leaders need to make when offering shared ownership (how broadly to do so, with what accountability, and with what rights), details the strategies that companies can use to share ownership with employees (e.g., profit-sharing, Employee Stock Ownership Plans (ESOPs), etc.), illustrates different strategies particular companies have employed, and concludes with open questions for future leaders. The goal of the note is to educate future leaders and managers on the implications of shared ownership decisions on employee engagement, and ultimately, long-term company performance. The note also provides a basic how-to user’s guide to familiarize future managers with approaches to sharing ownership more broadly with employees.

  Keywords: Employee Stock Ownership Plan; Human Resources; Employees; Human Capital; Ownership; Cooperative Ownership; Employee Ownership; Customer Ownership; Governance;

  Citation:

  Bernstein, Ethan, and Nick Rekenthaler. "Note on Shared Ownership." Harvard Business School Background Note 420-030, August 2019.  View Details

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