Case Name :      Nedbank: Transformational Leadership in Sustainable Turnaround

Authors :           Caren Scheepers, Jabu Maphalala, Chantel van der Westhuizen

Source :             Ivey Publishing

Case ID :            W14219

Discipline :        Organizational Behavior

Case Length :    14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

In 2013, the chief executive officer of South Africa’s fourth largest bank, the Nedbank Group Limited, is considering the past and future of his organization. The company is in the process of transformation from a low point in 2003 of poor staff morale and falling share prices, with the threat of losing its licence because of poor capital liquidity, to the best bank in Africa, winning praise for its efforts in environmental sustainability and promoting the post-Apartheid government’s broad-based black economic empowerment policy. Through acquisitions and joint ventures, the company is expanding into neighbouring countries with the result that, after a period of retrenchment, the number of branches and staff has grown. Clearly, his and his predecessor’s clear vision, measurement and focus on culture have enabled the turnaround and subsequent organizational transformation. Yet, in the midst of the global financial crisis, the company is facing increasing competition not only from other banks throughout Africa but from telecommunications companies and retailers that operate financial services. The question now is: Can these transformation efforts be sustained?