Ingrid Johnson and Nedbank Business Banking Harvard Case Solution & Analysis

To maximize their effectiveness, colour cases should be printed in colour. This case discusses the dilemma of leading change between 2005 and 2009, at the company banking division of Nedbank, a dominant South African bank. (This timeframe, beginning only 11 years after Apartheid's end, covers Ingrid Johnson's direction of this department during a period of critical change within Nedbank and South Africa). Among the original banks in South Africa, Nedbank combined with a different South African bank in year 2002. Troubles financing the acquisition and several ill-advised stakes in the marketplace led to the ouster of the senior leadership of the bank and caused the market value of Nedbank to plummet.

The company banking department was one of the largest business units of Nedbank with 2000 staff. For several years, it had been a consistently rewarding but underperforming department, and had yet to fully implement a strategic restructuring when Johnson takes over in 2005. Johnson's mandate would be to instill a high performance culture, which she determines requires overhauling the department's culture, folks, essential jobs, and formal organization. The course discussion focuses on what Johnson did to lead the change effort, what worked, what didn't, and what more she needs to do. Video that is affiliated and the case describe the leadership style of Ingrid switching from a chartered accountant to a more seasoned leader. Ingrid interacting with AMP participants is shown by the video.

PUBLICATION DATE: October 21, 2009 PRODUCT #: 410003-PDF-ENG

This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT

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