In 2013, the CEO of Nedbank Group Ltd., the fourth largest bank in South Africa, is contemplating the past performance and future opportunities and challenges for his bank. In 2003, it confronted with the declining share prices and poor staff morale along with the risk of losing its license due to poor capital liquidity. But now it is transforming into a leading bank of Africa by putting efforts not only in environmental initiatives, but also supporting the broad-based black economic empowerment policy of the post-Apartheid government. The company entered into the neighboring markets by joint ventures and acquisitions that resulted in the expanded operations and large workforce, after a period of retrenchment. The key factors in this organizational transformation were his and his predecessor’s well-defined vision, measurement, and focus on culture. But, amidst the global financial crisis, the company is confronted with intense competition that not only generated by the other banks in entire Africa but from telecommunication companies and retailers that provide financial services. It poses a question that: whether this transformation will have the outcomes in the future?
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