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Motus Holdings: Making Ethical Decisions during the Hardships of COVID-19
Kerrin Myres; Gideon Pogrund; Rhys JohnstoneCase IVEY-W34701-ELeadership and People Management, StrategyThe case describes the nature of the challenges facing Osman Arbee, CEO of Motus Holdings Limited (Motus) and his executive committee (exco) as they led the business through the challenges inherent in the onset of the COVID-19 pandemic and the South African government’s initially stringent response to it. Arbee and other exco members explain the competing interests of different stakeholders and highlight the urgency with which they needed to act ...Starting at €8.20
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The African Safari: Managing a Team in Crisis (A)
Mayank Dayal; Raes, AnneloesCase DPO-763-ELeadership and People ManagementProject leader Nimesh Kumar is facing a tough decision after his expat software development team is robbed from all their equipment. Should he abandon the project and return home to avoid the ongoing security threat, or stay in Kenya to finish the project and help their client and Kenya´s agricultural sector? Team members are divided into two groups, one group comprised of experienced team members aged in their late 30s and 40s who want to return...Starting at €8.20
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Con Roux Construction (B)
Miller, PaddyCase FH-498-ELeadership and People ManagementStarting at €5.74
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International Institute of Tropical Agriculture
Alvarez, Jose B.; Mehta, SarahCase HBS-518034-ELeadership and People ManagementIt is July 2017, and Dr. Nteranya Sanginga, the director general of the Nigeria-based International Institute of Tropical Agriculture (IITA), is making progress toward two of his primary strategic objectives for the nonprofit research Institute: 1) to scale the impact and reach of some of the IITA's most commercially viable products and technologies by working with the private sector, and 2) to address Nigeria's massive youth unemployment problem...Starting at €8.20
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Coaching Makena Lane
Bernstein, Ethan S.; Lala, OmCase HBS-418031-ELeadership and People ManagementMakena Lane has a gift for producing results, even in the challenging retail context of the 2010s, but also has a knack for "ruffling some feathers" in the process. Recruited to a Fortune 500 grocery and pharmacy retailer after climbing to Associate Principal in McKinsey & Company's retail practice, she successfully grew their high-margin yet highly competitive beauty category beyond anyone's expectations. Yet then she was passed over promotion, ...Starting at €8.20
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Anglo American: Implementing a 'Social Way' for Global Mining
Marquis, Christopher; Plumb, David; Blathwayt, Tom; Yang, ZoeCase HBS-414063-ELeadership and People ManagementThe mining giant Anglo American attempts to differentiate itself through its social performance, yet public expectations are still growing. Maintaining a "social license" to operate was increasingly challenging and critical to business success. The case considers Anglo American's options to stay in front of these trends. How can the protagonist promote greater professionalization of social performance inside the organization, and greater integrat...Starting at €8.20
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Cynthia Carroll at Anglo American (B)
Mukunda, Gautam; Mazzanti, Lisa; Sesia, AldoCase HBS-414020-ELeadership and People ManagementIn 2007, Cynthia Carroll, the newly-appointed chief executive of mining giant Anglo American, ordered the temporary shutdown of Anglo American Platinum's Rustenburg, South Africa mines in response to a spate of deaths at the operations. The case lays out Carroll's requirements of what had to be done before the Rustenburg mines could restart operations, including the implementation of a new safety program for tens of thousands of workers that call...Starting at €5.74
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Cynthia Carroll at Anglo American (A)
Mukunda, Gautam; Mazzanti, Lisa; Sesia, AldoCase HBS-414019-ELeadership and People ManagementIn 2007, Cynthia Carroll, the newly-appointed chief executive of mining giant Anglo American, was considering shutting down mines in South Africa for safety reasons, namely worker fatalities. No company had ever done so before. Carroll felt that operating a company whose goal was anything less than "zero harm" (meaning no fatalities or serious injuries) was unacceptable. As the first woman and non-South African to lead the century-old company, ma...Starting at €8.20
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Renewing GE: The Africa Project (B)
Thomas, David A.; Creary, Stephanie J.Case HBS-412028-ELeadership and People ManagementThis case continues the story of the evolution of GE's business initiatives Africa. Between November 2010 and March 2011 several significant structural changes and leadership appointments were announced at GE, which reflected the company's commitment to global growth in all its regions outside the U.S., including its business in sub-Saharan Africa. In November 2010, John Rice, vice chairman of GE and president and CEO of GE Technology Infrastruct...Starting at €5.74
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Renewing GE: The Africa Project (A)
Thomas, David A.; Creary, Stephanie J.Case HBS-411093-ELeadership and People ManagementThis case profiles the evolution of General Electric's African American Form (AAF), an employee affinity group, and its efforts to increase the company's involvement in Africa. The AAF formed in 1991 to help advance GE's recruitment, retention and development of black employees. By 1995, members of the AAF started asking Jack Welch whether the company was planning to develop business in Africa. After Welch invited the group to conduct due diligen...Starting at €8.20