Nestlé SA (Nestlé), as a multinational company, engaged strategically with societal issues at the local level and had tasked Nestlé East and Southern Africa Region (ESAR) with evaluating its shared value initiatives. Nestlé ESAR’s chairperson and managing director had to determine whether to take forward one of the of the organization’s strategic initiatives, the Makhoba Trust initiative. The managing director believed the model that he and the team had created through the work developing the Makhoba Trust initiative could be a sustainable framework for future Nestlé stakeholder collaboration. He was keen to share the progress with the global leadership team, but he knew hard questions would be asked. Was the project a successful shared value partnership and therefore worthy of more investment? Any decisions would have widespread implications for the company and the community of 1,400 rural households and 7,000 people.
In February 2023, the Care for Wild founder and her team were planning for the future of their organization. Care for Wild had recently received a request from a potential international donor to outline the interdependencies for the social, ecological, and organizational aspects of the operation to determine how funding could help strengthen these areas. Care for Wild was a not-for-profit rhinoceros sanctuary based in South Africa that was facing various challenges and opportunities. Over the course of the organization’s first 12 years, Care for Wild had been committed to helping rescue and rehabilitate injured and orphaned rhinos, a species that was at threat of extinction. The founder was aware that a healthy and holistic system approach was needed for Care for Wild’s future. She was now tasked with articulating the complexities and interdependencies between these two areas. Her response to the potential donor’s request would also reinforce the importance of resilience within the organization’s socio-ecological environment.
In February 2023, the Care for Wild founder and her team were planning for the future of their organization. Care for Wild had recently received a request from a potential international donor to outline the interdependencies for the social, ecological, and organizational aspects of the operation to determine how funding could help strengthen these areas. Care for Wild was a not-for-profit rhinoceros sanctuary based in South Africa that was facing various challenges and opportunities. Over the course of the organization's first 12 years, Care for Wild had been committed to helping rescue and rehabilitate injured and orphaned rhinos, a species that was at threat of extinction. The founder was aware that a healthy and holistic system approach was needed for Care for Wild's future. She was now tasked with articulating the complexities and interdependencies between these two areas. Her response to the potential donor's request would also reinforce the importance of resilience within the organization's socio-ecological environment.
Circl Learning Limited (Circl), a United Kingdom–based organization that provided coaching training to professionals and diverse young leaders from under-represented groups, was facing a challenge regarding impact measurement. Founded in 2018, Circl had grown and established a significant client base in a short time. Measurement of impact was a core component of its philosophy and growth strategy. As the chief executive officer prepared for a team meeting, he contemplated the measurements that Circl had in place and was currently tracking. What other key metrics should the organization consider for 2023?
Circl Learning Limited (Circl), a United Kingdom-based organization that provided coaching training to professionals and diverse young leaders from under-represented groups, was facing a challenge regarding impact measurement. Founded in 2018, Circl had grown and established a significant client base in a short time. Measurement of impact was a core component of its philosophy and growth strategy. As the chief executive officer prepared for a team meeting, he contemplated the measurements that Circl had in place and was currently tracking. What other key metrics should the organization consider for 2023?
This case explores the development of Projet Jeune Leader, a social entrepreneurship enterprise founded by Maia Ramarosandratana in 2013 to provide comprehensive sexuality education (CSE) to middle school children throughout Madagascar. Ramarosandratana had grown the organization to have fifty-six educators reaching over 29,490 adolescents. As she thought about the next plans for scaling the work, which included partnering with the Ministry of Education to help with technical assistance to institutionalize CSE within the department’s existing educational structures, what else needed to be considered? What were some of the lessons learned over the last nine years, and what other building blocks should she be thinking about?
This case explores the development of Projet Jeune Leader, a social entrepreneurship enterprise founded by Maia Ramarosandratana in 2013 to provide comprehensive sexuality education (CSE) to middle school children throughout Madagascar. Ramarosandratana had grown the organization to have fifty-six educators reaching over 29,490 adolescents. As she thought about the next plans for scaling the work, which included partnering with the Ministry of Education to help with technical assistance to institutionalize CSE within the department's existing educational structures, what else needed to be considered? What were some of the lessons learned over the last nine years, and what other building blocks should she be thinking about?
<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - African Business Cases Category at European Foundation for Management Development (EFMD) Case Writing Competition</strong></p><br>On January 20, 2022, Shamini Harrington, vice president for climate change at Sasol Limited (Sasol), considered the recent announcement that the company had reaffirmed its commitment to climate change management. As she looked through the plans in place, she reflected back to Sasol’s evolution as an organization and its role within South Africa, and considered the complexities involved in the process of a just transition. Two questions particularly resonated with her as she thought of the report she needed to provide to her management in the next three months: What were the implications for a just energy transition in a developing country like South Africa? and, How should Sasol work with stakeholders who often held differing perspectives?
On January 20, 2022, Shamini Harrington, vice president for climate change at Sasol Limited (Sasol), considered the recent announcement that the company had reaffirmed its commitment to climate change management. As she looked through the plans in place, she reflected back to Sasol's evolution as an organization and its role within South Africa, and considered the complexities involved in the process of a just transition. Two questions particularly resonated with her as she thought of the report she needed to provide to her management in the next three months: What were the implications for a just energy transition in a developing country like South Africa? and, How should Sasol work with stakeholders who often held differing perspectives?
The case features Ina Botha, executive director for South Africa-based Commercial Cold Storage and Logistics (CCS Logistics), critically reflecting on the lessons learned during her tenure leading the organization. Botha initiated and led a three-and-a-half-year culture change journey, which helped improve accountability and results. Now that she was considering a larger role within the organization’s parent company, Oceana Group, she reflected on whether the new culture had been embedded within CCS Logistics and if it would be sustainable in a new era under different leadership. What should she recommend the incoming joint executive directors of the business continue to do or do differently to ensure the new culture supported the business in achieving its strategic objectives?
The case features Ina Botha, executive director for South Africa-based Commercial Cold Storage and Logistics (CCS Logistics), critically reflecting on the lessons learned during her tenure leading the organization. Botha initiated and led a three-and-a-half-year culture change journey, which helped improve accountability and results. Now that she was considering a larger role within the organization's parent company, Oceana Group, she reflected on whether the new culture had been embedded within CCS Logistics and if it would be sustainable in a new era under different leadership. What should she recommend the incoming joint executive directors of the business continue to do or do differently to ensure the new culture supported the business in achieving its strategic objectives?
On March 5, 2022, Ronni Kahn sat at her desk in Sydney, Australia, reflecting on what she was going to share at an international conference on leadership. Kahn was the founder and chief executive officer of the food rescue organization OzHarvest, a charity with the goal to nourish Australia through redistributing food and food waste to those in need. Kahn’s work involved a combination of running OzHarvest and being an international ambassador for and keynote speaker on sustainable food practices and living with purpose and meaning. As Kahn reflected on the work that had been done over the last eighteen years, what were the leadership lessons she had learned that she could share with others?
On March 5, 2022, Ronni Kahn sat at her desk in Sydney, Australia, reflecting on what she was going to share at an international conference on leadership. Kahn was the founder and chief executive officer of the food rescue organization OzHarvest, a charity with the goal to nourish Australia through redistributing food and food waste to those in need. Kahn's work involved a combination of running OzHarvest and being an international ambassador for and keynote speaker on sustainable food practices and living with purpose and meaning. As Kahn reflected on the work that had been done over the last eighteen years, what were the leadership lessons she had learned that she could share with others?
In May, 2020, Rio Tinto PLC, a global mining company, blasted a 46,000-year-old Aboriginal site in the Juukan Gorge, an area in Western Australia. While Rio Tinto’s actions were legal, the company was nonetheless widely criticized for its blasting of the sacred site, which contained remains and artefacts dating back tens of thousands of years. Furthermore, investigations revealed that Rio Tinto had knowledge of the sacred nature of the site. Internal investigations also revealed that the company had earmarked the site as being important to the Aboriginal peoples. The reaction to the blast was swift and unforgiving.
In May, 2020, Rio Tinto PLC, a global mining company, blasted a 46,000-year-old Aboriginal site in the Juukan Gorge, an area in Western Australia. While Rio Tinto's actions were legal, the company was nonetheless widely criticized for its blasting of the sacred site, which contained remains and artefacts dating back tens of thousands of years. Furthermore, investigations revealed that Rio Tinto had knowledge of the sacred nature of the site. Internal investigations also revealed that the company had earmarked the site as being important to the Aboriginal peoples. The reaction to the blast was swift and unforgiving.
When Peter Moyo was appointed as chief executive officer (CEO) of Old Mutual Emerging Markets (Old Mutual), one of South Africa's largest and oldest financial institutions, in 2017, the chair of Old Mutual, Trevor Manuel, and the Old Mutual board were optimistic, as Moyo seemed like the ideal candidate. However, less than two years into his tenure, Moyo's employment was terminated owing to a conflict of interest and a breakdown of trust between Moyo and the chair and board. From the moment he was suspended, Moyo made the dispute very public, and appeared to be orchestrating a media campaign against Old Mutual and the directors, especially Manuel. A protracted and bruising legal battle ensued, and many corporate governance lessons were learned. It was now incumbent on the board to identify and appoint a new CEO of Old Mutual. Given the local and international environment, and in view of internal and external challenges, they needed to consider what kind of CEO would be appropriate for Old Mutual; what criteria they should set for this crucial position; and what the right timing and communication process would be around the new CEO's appointment.
The share price of EOH Holdings Ltd. (EOH), a company listed on the Johannesburg Stock Exchange and Africa’s largest technology service provider, decreased by over 30 per cent in December 2017 following allegations of fraud in relation to a corporate action within the group. Despite strong denials by the then–group chief executive officer (CEO), Zunaid Mayet, EOH’s market value continued to plummet, from a peak of 22 billion South African rand to 4 billion. In September 2018, Mayet was replaced as group CEO by Stephen van Coller, a former banker and telecommunications executive, who recruited a new executive team, replaced the board, and contracted out an unfettered internal corruption investigation. By June 2020, van Coller was wondering whether he and his management team had done enough to prove to the market that EOH was an organization once again worthy of trust and investment. Had they taken sufficient steps to restore EOH’s reputation? Had they earned the right to push the board to approve the next phase of EOH’s turnaround?
The share price of EOH Holdings Ltd. (EOH), a company listed on the Johannesburg Stock Exchange and Africa's largest technology service provider, decreased by over 30 per cent in December 2017 following allegations of fraud in relation to a corporate action within the group. Despite strong denials by the then-group chief executive officer (CEO), Zunaid Mayet, EOH's market value continued to plummet, from a peak of 22 billion South African rand to 4 billion. In September 2018, Mayet was replaced as group CEO by Stephen van Coller, a former banker and telecommunications executive, who recruited a new executive team, replaced the board, and contracted out an unfettered internal corruption investigation. By June 2020, van Coller was wondering whether he and his management team had done enough to prove to the market that EOH was an organization once again worthy of trust and investment. Had they taken sufficient steps to restore EOH's reputation? Had they earned the right to push the board to approve the next phase of EOH's turnaround?
In 2019, the head of leadership development for Anglo American plc (Anglo American), a global mining conglomerate, was reviewing the two years she had been working with the human resources (HR) leadership team to establish the company’s international Leadership Academy. Her task was to determine leadership development solutions that supported Anglo American’s strategy and to recommend how to resource, identify, develop, and retain the diverse talent pool required to achieve the company’s business objectives. She had gone to great lengths to ensure the Leadership Academy’s offerings underpinned the organization’s strategic imperatives. She now pondered how to assess the impact of the Learning Academy. Was the human resources leadership team looking at and measuring the right things?