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CCS Logistics: Culture Change Driving Accountability and Responsibility
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? -
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?