KKR’s sale of CHI, the garage door manufacturer, made headlines for being one of KKR’s highest returns since the 1980s and the life changing pay-out of CHI’s hourly employees and truck drivers. After a movement led by Pete Stavros, Chairman of CHI and Co-Head of the Americas Private Equity platform at KKR, CHI management gave every employee … Read More
KKR’s sale of CHI, the garage door manufacturer, made headlines for being one of KKR’s highest returns since the 1980s and the life changing pay-out of CHI’s hourly employees and truck drivers. After a movement led by by Pete Stavros, Chairman of CHI and Co-Head of the Americas Private Equity platform at KKR, CHI management gave every … Read More
The purpose of these chapters (Parts 1 and 2) is to show why and how one firm integrated Servant Leadership, among other initiatives, into its growing socially responsible culture, through the eyes of its designing CEO. The firm is a 50-year-old, US nationwide environmental consultancy, which is now 100% employee-owned and a legal “public benefit … Read More
Free market capitalism is one of the great achievements of humankind, bringing prosperity and economic freedom to billions of people and contributing to a flowering of individual freedom and possibility that would have been unimaginable to our ancestors. Today, however, increasing global crises are posing the greatest threat this economic system has faced. Growing income … Read More
These Guidelines for Equitable Employee Ownership Transitions are a collaborative work of practitioners and thought leaders in the fields of investment management, employee ownership, and socially responsible business who believe deeply in the promise of shared enterprise ownership to build a more just and inclusive economy.
Stakeholder capitalism seeks to benefit multiple stakeholders, rather than primarily shareholders. Two increasingly popular forms are the employee stock ownership plan (ESOP) and the benefit corporation. But what happens when a company combines these structures? While the benefit corporation’s expanded stakeholder mandate may appear to come at the expense of employee-owner wealth and the potential … Read More
Kenya Tea Development Agency Limited (KTDAL) follows a unique model under which small tea farmers are shareholders. The KTDAL business model, which has made small farming viable, can be replicated to address some of the basic issues and challenges facing the developing world, which has millions of small farmers. However, the model has been facing tough challenges of late. Amidst this uncertainty, some farmers have called for abandoning KTDAL…
The Berrett-Koehler (BK) case highlights the efforts of a competitively successful, mission-driven, socially responsible publishing company to preserve its values, culture and practices while ensuring continued future success. The case provides an opportunity to cover corporate governance topics such as: ownership structures, shareholder relations, CEO and organizational succession planning, and board roles and responsibilities.
A new study of business practices reveals powerful ways to create strategic and financial gains. Lower-wage workers, when supported by effective policies, boost productivity, quality, innovation, and revenues from new markets…
Aimed at emerging as well as established social entrepreneurs, for-profit leaders who want to introduce an element of social responsibility into their companies, and nonprofit organizations who want to increase their stability by generating income, The Art of Social Enterprise is the definitive guide to doing well while doing good.
This special edition of The Nation brings together a wide range of articles on new ways to shape capitalism, and to work on economic recovery.
The way the McElhanney Group is organized has helped foster a positive, profitable culture. Forty per cent of the key staff, around 320 staff members, own 100 per cent of the shares. Mr. Newcomb says this drives the success of the company collectively.
‘Making employee ownership work’ is a new guide from the Employee Ownership Association and co-ownership advisers the Baxi Partnership, based on a survey of 25 EOA member companies including John Lewis, Unipart, Arup and Mott MacDonald.
This course provides an understanding of the human and organizational contexts in which the student will be working and the skills to put the scientific, technical and organizational knowledge learned to work in addressing the major challenges facing management and organizations today.
Presented in this case is the Carris Companies’ movement towards 100% employee shared ownership and governance with an emphasis on and investment in education; focus on ‘quality of life’; economic, educational and social accessibility provided by the company for its employees, many of whom are unskilled at the time of initial employment; encouragement of employee wellness; employee involvement in corporate decision-making and philanthropy; companies’ increased efforts to reduce waste and energy use and the overall positive effects on the companies’ profitability…
This chapter presents William (Bill) H. Carris’s distinctive organizational design for a positive and practical model of 100% employee-governance in the movement toward 100% employee-ownership of the Carris Companies, a manufacturer of wood, plastic, and metal reels in six United States locations and one in Mexico…
Fair trade and beverage pioneer, Equal Exchange, has teamed up with socially progressive bank, Wainwright Bank, to raise capital, protect its independence, and create a new financial product for investors.
This conceptual paper based on a case examines some of the devastating impacts of the recent spate of corporate wrongdoing, noting the widespread interconnectivity and interrelationships these demonstrate; revisits the roots of capitalism and the underpinnings of corporate citizenship; and explores the efforts of the Carris Companies as they implemented their plan for 100% employee ownership and governance, working toward full transparency and accountability in their decision-making.
Distinguishing the Carris Companies’ transition to 100% employee ownership was its more unusual movement towards 100% employee governance. This paper examines the Carris Companies’ practice of governance and the process used to prepare stakeholder citizens for their changing roles and relationships.
Following a brief description of the methodology employed within this chapter, background information is provided on the Carris Companies. Changing stakeholder relationships highlighted in the segment on employee ownership provide a foundation for understanding the transitional process within the Carris Companies and, specifically, the practice of governance.
Organizational leadership sets the standard for ethical conduct in the workplace. Christianity’s “Golden Rule” was used by William H. (Bill) Carris, owner of the Carris Financial Corporation (CFC), as the central ethical principle in his Long Term Plan (UP), describing the transition to 100% employee-ownership and governance…
A rapidly expanding entrepreneurial company, the Carris firm is—by its owner’s design—gradually becoming an employee-owned and-directed organization…
For several years, William H. (Bill) Carris (President and CEO) looked for ways to bring employees into the business. From the beginning Michael (Mike) Curran (Vice-President and COO) had been not in favor of implementing short-term incentives at that time. But having worked with Bill for 20 years, Mike knew when Bill’s mind was set on proceeding…