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- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Did I Just Cross the Line and Harass a Colleague?
- TNT Assignment: Financial Ratio Code Cracker
- Porsche Drive (A): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
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Zibusiso Mkhwanazi: A Serial Entrepreneur at a Crossroad
Zibusiso Mkhwanazi, chief executive officer of Avatar South Africa, looked out of his office window in Johannesburg. Mkhwanazi was contemplating whether he should stay at Avatar or move on to new things. This question was triggered by a media briefing that South Africa’s Minister of Health had just given in which he outlined the rollout for the COVID-19 vaccine. Avatar had been directly involved with the communication strategies the president of South Africa and the Ministry of Health used to reach the majority of the population in a country in which access to the internet was not equal. The work had been innovative, challenging, and a matter of life and death. Mkhwanazi had enjoyed and thrived on the work, and felt it had been the outstanding achievement of his career. Mkhwanazi had never stayed in a job when the job had stopped challenging him. He started his career when computer technology was disrupting the way organizations worked and communicated. Initially, he was motivated by money. However, he had achieved his goals and now had different motivations. At Avatar, he had helped develop a culture through faith-driven leadership, but Avatar no longer gave him the joy and fulfilment of working on the cutting edge of technology. His dilemma was whether he should stay at Avatar with the people he had come to love and care about, or leave to find something that would satisfy his passion for innovative and creative work. -
Gordon Institute of Business Science: Team Dynamics in a General Management Development Program
In June 2023, Mike Stonier, the director of the custom programs unit at the Gordon Institute of Business Science (GIBS) in South Africa, received an email from one of his program coaches that sent him in search of an urgent solution. Since 2022, a cohort of middle managers from the Kraftfahrzeug Company (Kraftfahrzeug) had been enrolled in a custom program and tasked with completing an Action Learning Project and submitting a final report to improve their general management skills. But as their coach explained in the email, some team members had threatened to exclude other team members from the authors listed on the final report—due in just three weeks—because they had not contributed enough to its writing. The excluded team members would not meet the project requirements and thus fail the course. Stonier knew this failure would affect the institute’s relationship with Kraftfahrzeug, as GIBS could be perceived as having failed to provide the training the company had paid for. What could Stonier do to satisfy the aggrieved team members while holding the non-contributing members accountable? How could his solution ensure that GIBS met its contractual obligation to Kraftfahrzeug?