In 2015, the Department of Health for the province of Gauteng, South Africa, deinstitutionalized patients in need of long term health care in an effort to reduce costs. The residents were moved from an established health care facility experienced with providing the care these patients needed to non-governmental facilities. Many of these facilities were unlicensed and lacking the skills and resources needed to provide the necessary care. The project was poorly planned with inadequate notice and patients were transferred without identification, medication, or medical records. From March to June 2016, 1,712 patients were transferred; many of them were lost in the system and 144 died—most from malnutrition, abuse, or neglect. The health ombudsman investigated and released a report in February 2017, placing the blame for the tragedy on three senior leaders in the health care system. A new member of the executive council was appointed upon the release of the report. In 2018, her challenge was to determine what happened and plan changes to ensure such a tragedy would never be repeated.
On June 30, 2018, the founders of Mkhiwa Trust, Johannesburg, South Africa, considered their dilemma of deepening their impact in South Africa, using education as a key vehicle to bring about systemic change. The case highlights the evolution of their mutual support throughout their careers. The tragic death of their young son had far-reaching implications for the couple and their business interests, their career aspirations and the focus of many of their future business and philanthropic initiatives. It also defined a number of choices taken by the couple since then. The story of these individual leaders, who support each other in their businesses, illustrates the power of a couple as servant leaders.
On December 5, 2017, Tony Mun-Gavin, the business unit head for Personal Care at Unilever South Africa, was leading an immersion experience for new team members in the Soweto township of Johannesburg. The immersion was part of an effort to continuously embed a culture of inclusive growth with new employees, and it aligned with the corporate social responsibility commitment of the parent company, Unilever Pty. Ltd. Mun-Gavin faced a conflict in marketing the company’s personal care brand, Lux, which had always been associated with glamorous female celebrities but that was no longer in line with the company’s commitments to sustainability, inclusive growth, and women’s empowerment. His team had to work to re-position the brand to celebrate the diverse roles of women in the 21st century. Would the re-positioning work, and would it be consistent with the company’s goals of embedding a culture of inclusive growth and ensuring sustainability across the organization?