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The Solidarity Fund in South Africa: Creating Social Value in a Crisis
Albert Wöcke; Louise WhittakerCase IVEY-W34729-EStrategyThe Solidarity Fund (the Fund) was established in March 2020 by a business group in South Africa to support the South African Government’s response to the COVID-19 pandemic. By September 2022, the Fund had proven highly effective and helped stabilize the healthcare system, provided economic support to the most vulnerable, and also encouraged the population to get vaccinated. Gloria Serobe, the Fund’s chairperson, was happy to have seen it succeed...Starting at €8.20
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Comair South Africa: Team Coaching Taking Off
Amy Moore; Verity Hawarden; Caren ScheepersCase IVEY-9B20C007-ELeadership and People Management, StrategyIn May 2019, the head of Organizational Development and Talent for Comair Limited (Comair), was contemplating the dilemma of stimulating higher buy-in for team coaching—a program in formal leadership development emphasizing collaboration and shared responsibility. The long-standing chief executive officer (CEO) had just resigned. He had focused over the last few years on enabling a leadership style of collaboration where departmental silos would ...Starting at €8.20
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FNB codeFest: Fostering Corporate Innovation through In-House Hackathons
Jeff Yu-Jen Chen; Caren ScheepersCase IVEY-9B19M030-EEntrepreneurship, StrategyPeter Alkema, chief information officer of Business Banking at First National Bank in Johannesburg, was puzzling over ways to ensure that codeFest, the event he had inaugurated, would continue to thrive beyond 2018 without his direct involvement. His brainchild had begun in 2015 as a one-day hackathon with 100 participants. Three years later, it had grown to become a six-day coding and innovation extravaganza. Now, in May 2018, Alkema wondered wh...Starting at €8.20
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Constructing the Medupi Power Station
Caren Scheepers; Schalk MaraisCase IVEY-9B12C015-ECorporate Governance, Leadership and People Management, StrategyMedupi was the first baseload project in South Africa in 20 years. It would be the largest dry-cooled, coal-fired power station in the world and was being developed by Eskom, which generated 90 per cent of Southern Africa’s power, at an estimated cost of R125 billion. In spite of the worldwide concern about greener energy, coal remained the most popular power station fuel for South Africa, due to the country’s vast resources of 224 million tonnes...Starting at €8.20
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Beyond Epic: Building the Business Beyond a Single Event
Greg Fisher; Michael GoldmanCase IVEY-9B13M051-EEntrepreneurship, StrategyThe founder and CEO of a mountain bike race in South Africa wonders how to build on the world-class event that he and his team have created. Although the event is popular and continues to grow in prestige, the business’s dependence on a single event creates both a threat and an opportunity. The threat is that the business would be in serious jeopardy if something were to go wrong with the event. The opportunity is that the event can be a launch p...Starting at €8.20
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Supergroup/South Africa: Contextual Leadership from Turnaround to Strategic Niche
Caren Scheepers; Michael WardCase IVEY-9B19M017-EStrategyIn January 2018, the chief executive officer (CEO) of logistics company Supergroup Limited (Supergroup), considered the ideal weighting of Supergroup’s offshore activities given a weak South African rand and slow growth in the country. The company had nearly become bankrupt in 2009, and the CEO had been hired as the “turnaround” leader who headed its steady recovery, stabilizing the company and building its initiatives toward growth. Now that Sup...Starting at €8.20
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Nestlé East and Southern Africa Region: Strategic Partnership for Shared Value
Ravi Pillay, Amy Moore, Anthony Wilson-prangleyCase IVEY-W32058-EStrategyNestlé SA (Nestlé), as a multinational company, engaged strategically with societal issues at the local level and had tasked Nestlé East and Southern Africa Region (ESAR) with evaluating its shared value initiatives. Nestlé ESAR’s chairperson and managing director had to determine whether to take forward one of the of the organization’s strategic initiatives, the Makhoba Trust initiative. The managing director believed the model that he and the t...Starting at €8.20
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Liberty with Partners for Possibility: Contextual Leadership in Public-Education Impact
Caren Scheepers; Kerrin MyresCase IVEY-9B18M138-EStrategyIn June 2017, a bancassurance director at South Africa’s Liberty Group Limited (Liberty) was making his way to a public school in Soweto, south of Johannesburg. Liberty was an insurance company in South Africa, part of Liberty Holdings, a leading financial-services group with representation in 24 countries across the African continent. As he drove along the highway he wondered how he could encourage more business leaders at Liberty to get involve...Starting at €8.20
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Netcare's International Expansion
Saul Klein; Albert WöckeCase IVEY-9B09M005-EEntrepreneurship, StrategyIn 2008, the acquisition of the General Healthcare Group (GHG) in the United Kingdom had propelled Netcare Limited (Netcare) from a predominantly South African operation into one of the largest private hospital groups in the world. One of Netcare's key long-term goals was to deliver innovative, quality health-care solutions to patients in every continent. Recent South African parliamentary legislation had introduced the potential for regulated pr...Starting at €8.20
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Market Stretch
Gavin Price; Margaret SutherlandCase IVEY-9B09M046-EMarketing, StrategyBio-Oil is a multi-purpose skin care product that has gone from being sold only in South Africa to being the No. 1 scar treatment product in 16 of the 17 countries in which it is distributed. Retail sales have jumped from R3 million per annum to R1 billion from 2000 to 2008. Justin and David Letschert made key decisions to eliminate all of the other 119 products that were being manufactured by the company that they took over in 2000, and focused ...Starting at €8.20