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Technology Driven Transformation at Comair Limited
Comair Limited was South Africa’s largest private airline and consisted of British Airways SA and the low-cost airline kulula.com. After acquiring more fuel-efficient aircraft, Comair decided to adopt Sabre, a reservation and scheduling technology platform. Initially, some Comair executives thought that the Sabre implementation was an IT project, but they soon realized that all employees were affected and that a culture change was required to successfully implement the new standardized way of working. An organizational transformation company was hired and “Operation Crossover” was created as a reference point for employees and metaphor for change in order to enable the change process, starting with a change readiness assessment and culture change roadmap. How could Comair’s CEO capitalize on the positive changes from this project and maintain the profitability and growth of the last 68 years? -
Nedbank: Transformational Leadership in Sustainable Turnaround
In 2013, the chief executive officer of South Africa’s fourth largest bank, the Nedbank Group Limited, is considering the past and future of his organization. The company is in the process of transformation from a low point in 2003 of poor staff morale and falling share prices, with the threat of losing its licence because of poor capital liquidity, to the best bank in Africa, winning praise for its efforts in environmental sustainability and promoting the post-Apartheid government’s broad-based black economic empowerment policy. Through acquisitions and joint ventures, the company is expanding into neighbouring countries with the result that, after a period of retrenchment, the number of branches and staff has grown. Clearly, his and his predecessor’s clear vision, measurement and focus on culture have enabled the turnaround and subsequent 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 companies and retailers that operate financial services. The question now is: Can these transformation efforts be sustained?