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The case describes Dangote Cement's history, growth and business model. Dangote Cement is the main subsidiary of Dangote Group, a leading African multinational and the country's largest conglomerate. Starting as a trading firm, the group has branched out into several sectors (e.g., cement, sugar, flour, salt, FMG, agriculture, oil & gas, transport, etc) and Aliko Dangote, the Group's founder, has become Africa's wealthiest person and leading industrialist. Dangote Cement's strategy involves a unique set of choices along the value chain in order to deliver a distinctive value proposition across several African markets. The company has become a top 10 global Cement company and the leading cement manufacturer in Africa through a highly integrated business model that responds to the particular challenges and opportunities present in the developing African continent. Currently, the Group is investing heavily across different sectors (e.g., agriculture, fertilizer/chemicals, oil & gas, etc) and taking advantage of the multiple opportunities in the market. It is also consolidating its leading position in the African Cement industry, by entering new markets every year with a disruptive force. However, as Dangote Group grows far and wide, as the African market develops and as competition for local and foreign players heats up, should the Group change the strategy that has worked so well?

Credit Suisse, a leading Swiss banking institution in the private and investment banking sectors, had a poor performance after the financial crisis of 2008 and was trailing its global peers. The bank appointed Tidjane Thiam as new CEO of the bank in July 2015, with the mandate to turn the bank around. When Tidjane Thiam joined, Credit Suisse had a weak capital position, which prevented it from effectively competing. Additionally, the bank had some businesses which were "structural" loss makers and hence a drag to the Group's profitability and capital positions. Even more important than the underperforming businesses and weak capital position, it was apparent that Credit Suisse was lacking a clear and consistent strategy. Private banking and investment banking businesses were operating to some extent as independent operations and the bank was not taking advantage of synergistic opportunities across its businesses. The board asked the new CEO, Tidjane Thiam, to conduct a detailed strategic review, in close collaboration with the Group Board, to restructure the bank. The case is centered on this strategic review and explains the position of the bank prior to the arrival of the CEO.