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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.

In 2020, the chief executive officer of Abelana Game Reserve in South Africa was considering the arrangement between the game reserve and the Mashishimale community, who owned the land. He had promised to provide added value to the land by highlighting four pillars of focus: land, community, business, and investors. Two lodges were formally opened to guests in March 2020, but the outbreak of the COVID-19 pandemic stopped all business activities—until September 2020, when the government began easing lockdown restrictions and the shareholders met to discuss tourist bookings and expansion plans. The management team had an ambitious and exciting overall vision for the game reserve, but there were more pressing challenges to consider, including a collaborative cross-sector partnership, training and developing workers, creating jobs in the community, and supporting local businesses. Were there other shared value ideas to consider for more employment opportunities and growth within the community?

In 2020, the chief executive officer of Abelana Game Reserve in South Africa was considering the arrangement between the game reserve and the Mashishimale community, who owned the land. He had promised to provide added value to the land by highlighting four pillars of focus: land, community, business, and investors. Two lodges were formally opened to guests in March 2020, but the outbreak of the COVID-19 pandemic stopped all business activities-until September 2020, when the government began easing lockdown restrictions and the shareholders met to discuss tourist bookings and expansion plans. The management team had an ambitious and exciting overall vision for the game reserve, but there were more pressing challenges to consider, including a collaborative cross-sector partnership, training and developing workers, creating jobs in the community, and supporting local businesses. Were there other shared value ideas to consider for more employment opportunities and growth within the community?

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?

In 2019, the development officer at Rowing South Africa was contemplating how to continue the growth of the sport of rowing in a challenging environment. More funding was needed to attain her mandate of extending the sport to previously unexposed communities. Rowing South Africa operated in a complex setting, but the sport had much to contribute to participants. The benefits of rowing were physical and psychological, personal and professional, and often leading to success in many aspects of life. How could she articulate these benefits to increase participation in the sport and attract more funding to support?

Presentation to accompany teaching note 8B20C056.

In 2019, the development officer at Rowing South Africa was contemplating how to continue the growth of the sport of rowing in a challenging environment. More funding was needed to attain her mandate of extending the sport to previously unexposed communities. Rowing South Africa operated in a complex setting, but the sport had much to contribute to participants. The benefits of rowing were physical and psychological, personal and professional, and often leading to success in many aspects of life. How could she articulate these benefits to increase participation in the sport and attract more funding to support?

In May 2019, the head of Organizational Development and Talent for Comair Limited (Comair), was contemplating the dilemma of stimulating higher buy-in for team coaching—a program in formal leadership development emphasizing collaboration and shared responsibility. The long-standing chief executive officer (CEO) had just resigned. He had focused over the last few years on enabling a leadership style of collaboration where departmental silos would be removed and management structures would evolve to reflect a new way of working along functional rather than departmental lines. The head wondered how she could promote team coaching to a new CEO, and specifically, how she could help stimulate more interest and buy-in for team coaching. What could be done to help the teams that had undergone team coaching to sustain the newly learned behaviours, especially when the pressure was high?

Southern Implants, a South African dental implants manufacturer, was considering how to diversify its risk. Over the last 30 years, the company had grown from a local manufacturing company and now served customers around the world through distributors and subsidiaries. The founder and managing director was particularly concerned about the final stages of production which involved cleaning, sterilizing, and packing. While Southern Implants had four machine shops across South Africa, the final stages of production involved all items coming back to Southern Implants for these final packaging steps. The managing director wanted to set up another processing cleaning plant abroad, but he wondered what location for this plant would be best. The United States was the largest market for Southern Implants but labour costs were high. Portugal was another option and had an investor-friendly economic environment with no discrimination between domestic and foreign investors. What were the organizational and managerial risks to consider before making this decision?

Southern Implants, a South African dental implants manufacturer, was considering how to diversify its risk. Over the last 30 years, the company had grown from a local manufacturing company and now served customers around the world through distributors and subsidiaries. The founder and managing director was particularly concerned about the final stages of production which involved cleaning, sterilizing, and packing. While Southern Implants had four machine shops across South Africa, the final stages of production involved all items coming back to Southern Implants for these final packaging steps. The managing director wanted to set up another processing cleaning plant abroad, but he wondered what location for this plant would be best. The United States was the largest market for Southern Implants but labour costs were high. Portugal was another option and had an investor-friendly economic environment with no discrimination between domestic and foreign investors. What were the organizational and managerial risks to consider before making this decision?

In May 2019, the head of Organizational Development and Talent for Comair Limited (Comair), was contemplating the dilemma of stimulating higher buy-in for team coaching-a program in formal leadership development emphasizing collaboration and shared responsibility. The long-standing chief executive officer (CEO) had just resigned. He had focused over the last few years on enabling a leadership style of collaboration where departmental silos would be removed and management structures would evolve to reflect a new way of working along functional rather than departmental lines. The head wondered how she could promote team coaching to a new CEO, and specifically, how she could help stimulate more interest and buy-in for team coaching. What could be done to help the teams that had undergone team coaching to sustain the newly learned behaviours, especially when the pressure was high?

Presentation to accompany product 8B19C004.

On May 27, 2018, Maryanne Trollope, the Learning and Development (L&D) manager for Anglo American South Africa, was considering her dilemma of handing over her brainchild to her successor. The Building Leaders and Shaping Talent (BLAST) program was a flagship talent management program for young graduates in South Africa, and she wanted to ensure a smooth transition for her successor and to ensure that the BLASTers (BLAST recruits) developed relationships with her replacement. Trollope was meeting with one BLASTer, who had been on an international BLAST placement in London, England. She had to decide when to introduce this recruit to the individual taking over the program and what information and insight she should recommend the recruit share with her colleague. What were the critical success factors of the talent management program, and how could Trollope ensure sustained success and a smooth handover process?

On May 27, 2018, Maryanne Trollope, the Learning and Development (L&D) manager for Anglo American South Africa, was considering her dilemma of handing over her brainchild to her successor. The Building Leaders and Shaping Talent (BLAST) program was a flagship talent management program for young graduates in South Africa, and she wanted to ensure a smooth transition for her successor and to ensure that the BLASTers (BLAST recruits) developed relationships with her replacement. Trollope was meeting with one BLASTer, who had been on an international BLAST placement in London, England. She had to decide when to introduce this recruit to the individual taking over the program and what information and insight she should recommend the recruit share with her colleague. What were the critical success factors of the talent management program, and how could Trollope ensure sustained success and a smooth handover process?

In March 2017, Ajay Maharaj Bachulal was starting his new position as plant manager at SABMiller plc’s (SABMiller's) plant in Polokwane, South Africa. Bachulal had successfully led change at the company's brewery in another province, and he hoped to be as successful at the new plant. His dilemma was how to approach the workforce in Polokwane, and how to adapt to and make changes within the culture specific to that plant. While both plants adhered to SABMiller’s system, policies, and procedures, Bachulal sensed that the approach of each plant to work and life was different. How would Bachulal's own leadership development process and his efforts to change culture by empowering lower level employees in Polokwane help him in a different province with distinct ethnic compositions, languages, and cultures?

Presentation to accompany product 8B17C046.

In March 2017, Ajay Maharaj Bachulal was starting his new position as plant manager at SABMiller plc's (SABMiller's) plant in Polokwane, South Africa. Bachulal had successfully led change at the company's brewery in another province, and he hoped to be as successful at the new plant. His dilemma was how to approach the workforce in Polokwane, and how to adapt to and make changes within the culture specific to that plant. While both plants adhered to SABMiller's system, policies, and procedures, Bachulal sensed that the approach of each plant to work and life was different. How would Bachulal's own leadership development process, and his efforts to change culture by empowering lower level employees in Polokwane, help him in a different province with distinct ethnic compositions, languages, and cultures?