In 2013, the chief executive officer of the fourth biggest bank, the Nedbank Group Limited of South Africa, is thinking about future and the past of his organization.
The organization is in the course of change from a dip point in 2003 of poor staff morale and declining share prices, with the danger of losing its licence due to poor capital liquidity, to a prominent bank in Africa, winning ovation for its struggle in the environmental persistence and accentuating the post-Apartheid government's broadly-based black economic empowerment policy. Through joint ventures and acquisitions, the organization is expanding into neighbouring nations together with the result that, following an amount of retrenchment, the amount of staff and branches has grown.
Nedbank Transformational Leadership in Sustainable Turnaround Case Study Solution
Certainly, his and his predecessor's clear vision, measurement and focus on culture have empowered the turnaround and following 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 firms along with retailers that operate financial services. The question that remains to be answered is: will the transformation efforts be sustained?
PUBLICATION DATE: June 18, 2014 PRODUCT #: W14219-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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