This video complements the instance (410003). Ingrid Johnson describes how the change was headed by her at Nedbank and what. This case discusses the problem of leading change between 2005 and 2009, at the business banking division of Nedbank, a prominent South African bank. Among the earliest banks in South Africa, Nedbank merged with another South African bank in 2002. Troubles funding the acquisition and several ill-advised bets in the market led to the ouster of the senior leaders of the bank and caused the market value of Nedbank to plummet.
The business banking office was amongst one of the largest business units of Nedbank with 2000 staff. For an extended time, when Johnson takes over in 2005 it was a consistently profitable but underperforming office, and had yet to fully implement a strategic restructuring. Johnson's mandate will be to instill a high performance culture, which she determines demands overhauling the culture, people, jobs that are critical, and proper organization of the department. The case and video that is connected nicely describe Ingrid's direction style changing to some more seasoned leader from a chartered accountant. The video shows Ingrid interacting with AMP participants.
PUBLICATION DATE: April 07, 2014 PRODUCT #: 414709-VID-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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