Steward-ownership structures a company's ownership in a way that separates economic rights (related to money) from voting rights (related to decision-making power).[1] Steward-ownership is considered an alternative to shareholder primacy models.[2] Steward-ownership can be implemented using different legal forms depending on the type of company and jurisdiction.[3]
What's steward ownership? - Purpose
Steward ownership is a proven ownership model that has been in place for many decades – having been implemented by companies like Zeiss (Germany), Novo Nordisk (Denmark), Patagonia (USA), Bosch (Germany), Signal (USA), BuurtzorgT (Netherlands), Carlsberg (Denmark) and many others around the world.
What's steward ownership? - Purpose
Steward ownership is a proven ownership model that has been in place for many decades – having been implemented by companies like Zeiss (Germany), Novo Nordisk (Denmark), Patagonia (USA), Bosch (Germany), Signal (USA), BuurtzorgT (Netherlands), Carlsberg (Denmark) and many others around the world.
Steward-ownership is capitalism 2.0
In my previous post, I explained why we need to change incentive structures if we want to build companies that are a force for good in…
Steward Ownership, Sustainability, and Capitalism: Part 1
Company as a Commons
What if excess wealth derived from business couldn't be privatized? Through the levers of steward-ownership, companies can protect their purpose-oriented long term mission from the maligned incentives of absentee stakeholders.
Democratic Ownership Funds: Creating Shared Wealth and Power
Recent decades have seen a rapid and little-discussed transformation in corporate ownership structure, with vital consequences for company behaviour and inequality.
Shareholder Democracy Is a Corporate Governance Myth That Won’t Die
In a new article, we challenge one of corporate law’s most persistent narratives: the concept of “shareholder democracy.” With people on opposing sides of recent high-profile battles at compa…
Weird inc.
Mindfully growing a non-extractive company towards a 'steward ownership' end state.
Composable Trust, Part 2: Separating Trust from Governance - Eclectic Corvine Muses
”Who belongs” and “What belonging means” are different questions. What happens if one steward stops answering both?
The corporation—a return to origins?
This paper contributes to contemporary debates in political theory about the power of business corporations by offering a genealogy of the corporation through the lens of a series of historical mutations of the corporate form. Originally, there were two corporate forms, both non-profit: member corporations (today's associations) and property corporations (today's charitable foundations). The contemporary business corporation arguably is a hybrid of both of these original forms, introducing unique commercial features (shares with profit distribution rights that are transferable). These commercial features are largely responsible for the corporation's extractive nature, that is, its tendency to prey on non-shareholder interests. The future of the corporation may well lie in a partial return to the two original non-profit forms. Two corporate forms developed in the nineteenth century can provide the format for such a return: cooperatives (which reinforce the idea of membership) and foundation-owned companies. The cooperative structure is a halfway house between a business corporation and a member corporation (association), and in a parallel fashion, a foundation-owned company is a halfway house between a business corporation and a property corporation (foundation). If we want to reduce corporations’ extractive nature, facilitating the spread of cooperatives and foundation-owned companies seems the way forward.
From ownership to stewardship: reimagining intellectual property governance through the Knowledge Commons Framework
Contemporary intellectual property (IP) governance remains strongly shaped by proprietary logics of exclusivity, control, and rights allocation, even as knowledge production becomes increasingly co...
Denizen
What is stakeholder capitalism? What is required to truly instantiate stakeholder decision making in the governance of companies?
How to choose a governance system for your organization
Is your nonprofit, small business, or volunteer group looking for a new way to make decisions? Many groups are questioning our mainstream systems — and that includes the systems by which we make decisions. Governance used to be one of the things we’d all take for granted, and now it’s one of the cho
The Shareholder Value Myth
Shareholder primacy theory is suffering a crisis of confidence. In The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and
Overcoming Barriers to Employee Ownership: Insights From Small and Medium-Sized Businesses
This research investigates the limited adoption of employee stock ownership plans (ESOPs) among small-to-medium sized businesses (SMBs) in the U.S. Through interviews with 30 SMB owners across various industries, we identify the key barriers to ESOP adoption as lack of time, money, and skills on the part of the owners. In doing so, the study suggests that a “shared ownership light” model, which involves sharing profits, information, and decision-making opportunities with employees, appears more feasible for SMBs than ESOPs. For SMBs that are interested in ESOP adoption, our research suggests that organizations providing employee ownership services could better assist SMBs by offering templatized models and best practices for profit-sharing plans, open-book management, and structured employee participation. The paper aims to broaden the discussion around shared ownership by considering a spectrum of options that have the potential to increase both value creation by and value-sharing among employees.
Introducing the Ownership Model Canvas
A new tool to re-align business success with ownership
