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Case Studies 2019/2020 Foreword GIBS CASE STUDIES 2019/2020 Foreword The GIBS case study hub is producing an increasing number of case studies that are published and used internationally. GIBS is held in high regard by the top international case clearing houses, who distribute our cases which often replace US focused cases with African and South African contexts. Business schools across the continent and students in Europe and North America wanting to learn more about doing business in Emerging Markets, Africa and South Africa make use of our cases. The African context provides additional challenges and opportunities that are rarely seen in the West. Unique topics include: state capture, government relations, social entrepreneurs, innovation in emerging markets, talent management and leadership. Case teaching is a core part of a business school’s teaching methodology as the quality of their students is measured by the quality of decisions they make. A good case study is one that provides opportunities to apply theory to real-life problems or dilemmas. Our experienced and well-qualified faculty along with the school’s closeness to business, position us ideally to become a trusted and respected source of good quality current and relevant cases. Prof Albert Wöcke Head: GIBS Case Study Hub 2019 Case Studies 29 Discovery Digital Health Strategy: COVID-19 accelerates online health care in South Africa 5 Anglo American South Africa: Strategically Moore, A., & Hawarden, V. mining leadership talent for succession Moore, A., Hawarden V., & Scheepers, C. B. 30 Empowering the next generation of leaders: 6 An Imbizo at the busy corner Maserame Mouyeme’s journey at Coca-Cola Maphalala, J., & Zwane, S. Appie, L., Ndletyana, D., & Wilson-Prangley, A. 7 Breakfast gone bad… The case of Kellogg’s 31 Eskom’s COVID-19 force-majeure Rice Krispies Ward, M. Berndt, A. 32 Granadilla Swimwear: Finding opportunity 8 FNB Codefest: Fostering corporate in times of crisis innovation through in-house hackathons Marks, J. Chen, J. Y.-J., & Scheepers, C. B. 33 Life Esidimeni: A fatally flawed health care 9 From NPO to social enterprise: The story deinstitutionalisation process of Schwab awardee, Sharanjeet Shan Pearson, H., Van der Veen, N., & Makhubela, P. Krige, K., Hawarden, V., & Cohen, R. 34 Kevin’s Kitchen and Sports Bar 10 Inverroche gin: Taking African Hofmeyr, A sophistication global 35 Making money for COVID-19 Wöcke, A., & Petzer, D. J. Ward, M 11 Kovin Naidoo and the Brien Holden Institute: 36 McKinsey & Company: Facilitating bribery Achieving the vision of profit and purpose Krige, K., & Hawarden, V. in South Africa Mthombeni, M., Wöcke, A., & Cuervo-Cazurra, A. 12 Leading the South African Cuban-trained medical students assimilation in the local 37 Mkhiwa Trust: Contextualising a couple’s medical schools servant leadership Zungu, S., Mathu, K., & Scheepers, C. B. Scheepers, C., Verachia, A., Van der Veen, N., & Kekana, M. 13 Supergroup/South Africa: Contextual leader- ship from turnaround to strategic niche 38 Nestlé South Africa: Leading multi- Scheepers, C. B., & Ward, M. stakeholder partnership response in the 14 SweepSouth South Africa: Contextually COVID-19 context intelligent female leadership of Pillay, R., & Scheepers, C. B. entrepreneurial domestic services 39 Nestlé South Africa and Department TABLE OF Toefy, T., & Scheepers, C. B. of Transport: Response to food security 15 The Spinach King: Scaling opportunity during COVID-19 in social enterprise Pillay, R., & Scheepers, C. B. CONTENTS Myres, K., & Mamabolo, A 40 Old Mutual Limited: Leading culture change 16 Uber Africa: Making cash and alternative Scheepers, C. B., & Govender, M. payments work in Kenya through 41 Pivot or pirouette? Turning to emergency contextual leadership remote teaching in the COVID-19 pandemic Scheepers, C. B., & Mamabolo, A. Whittaker, L., Kleyn, N., & Pearson, H. 17 When elephants fight: South African 42 Post-truth or social justice? Serge Belamant washing powder wars and Cash Paymaster Services in South Africa Chipp, K., & Maphalala, J. Wöcke, A., & Mthombeni, M. 2020 Case Studies 43 Quali Health: Creating access to 19 AEL South Africa: Leading in a quality healthcare for South Africa’s manufacturing context excluded majority Scheepers, C. B., & Maponopono, S. Saville, A. D., Powell, P., Ismail-Saville, T., 20 Air Traffic and Navigation Services SOC & Mthombeni, M. Limited: Talent Management 44 Reputations and corruption: Bell Pottinger Wöcke, A., & Pearson, H. in South Africa (Case A & B) 21 All of the people, all of the time: Click on Wöcke, A., & Mthombeni, M. the link to join the meeting 45 Sanlam and Ubuntu-Botho: A strategic Van Eeden, A. M. partnership toward employment equity 22 All women recycling: Staffing challenges in South Africa in a global pandemic Scheepers, C. B., & Van Zyl, A. Mathibe, M. & Mehta, S. 46 Scaling Columba leadership’s impact 23 Allianz Global Corporate & Specialty SE: Goldman, M.M., Wilson-Prangley, A., & Digital innovation of cross-functional Ballesteros-Sola, M. smart evolution Scheepers, C. B. , Chen, J. Y.-C., & Nkosi, N. 47 South Africa’s COVID-19 lockdown dilemma Ward, M. 24 Candi&Co South Africa: An entrepreneurial woman’s leadership in revolutionising the 48 Southern Implants: Designing and ethnic hair industry Manufacturing Dental Implants to the World Scheepers, C. B., & Govender, P. Moore, A., & Matthee, M. 25 Carmién Tea South Africa: International 49 Stakeholder management at Anglo entrepreneurship in a born-global firm American Platinum: The Mogalakwena mine Scheepers, C. B., Matthee, M., & Du Preez, L. Wöcke, A., & Grosse, R. 26 Comair South Africa: Team coaching taking off 50 Uber sub-Saharan Africa: Contextual Moore, A., Hawarden, V., & Scheepers, C. B. leadership for sustainable business model 27 Corona, command and capitalism innovation during COVID-19 Ward, M. Scheepers, C. B., & Bogie, J. 28 Discovery Limited: Leading wellness 51 What next for Tech SA? Aligning adoption in low-income markets leadership, culture and strategy Scheepers, C. B., & Jama, L. Babb, S. iii Case studies published in 2019 iv Authors: Moore, A., Hawarden V., Anglo American South Africa: & Scheepers, C. B. Date: Strategically mining leadership 07/03/2019 talent for succession Case number: 9B19C004 Publisher: Ivey Publishing Issues: talent management leadership succession planning ABSTRACT On May 27, 2018, Maryanne Trollope, the Learning and Development (L&D) man- ager for Anglo American South Africa, was considering her dilemma of handing over her brainchild to her successor. The Building Leaders and Shaping Talent (BLAST) programme was a flagship talent management programme for young graduates in South Africa, and she wanted to ensure a smooth transition for her successor and to ensure that the BLASTers (BLAST recruits) developed relation- ships with her replacement. Trollope was meeting with one BLASTer, who had been on an international BLAST placement in London, England. She had to decide when to introduce this recruit to the individual taking over the programme and what in- formation and insight she should recommend the recruit share with her colleague. What were the critical success factors of the talent management programme, and how could Trollope ensure sustained success and a smooth handover process? Learning objective The case is suitable for a graduate-level course on human resources management, organisational behaviour, or organisational development. After working through the case and assignment questions, students will be able to do the following: • Understand the elements of a talent management programme. • Analyse talent management to determine whether it contributes to equality. • Identify stakeholders in a talent management programme and how to meet their needs. • Evaluate the contribution of talent management elements to building a lead- ership brand. Scan this code to access the case study 5 Authors: Maphalala, J., & Zwane, S. Date: An Imbizo at the busy corner 25/10/2019 Case number: EEMCS-02-2019-0037 Publisher: Emerald Emerging Markets Case Studies Issues: business formation/startups entrepreneurship family firms ABSTRACT food and nutrition leadership This case is about Rita Zwane’s dilemma as she was about to hand over the man- agement and leadership of Imbizo Shisanyama Restaurant to her son. As founder and Chairperson of the enterprise, Zwane founded the business over 20 years ago and had seen it grow from being housed in a customised shipping container to turning over millions of rands per year. Her dilemma was borne out of the be- lief that many family businesses collapsed after being taken over by the second generation. While Zwane grudgingly admitted that Senzo’s involvement in the business had increased turnover and efficiencies, she was reluctant to let go. This raises a question of whether her dilemma was not only her concern about Senzo’s management abilities but also her difficulty in letting go. The case is suitable for management and change leadership courses on a postgraduate level where theo- ries such as attachment theory could be taught to demonstrate that the problem is not always the new leadership in transitioning businesses from the founding generation to second generation leaders. This is particularly for small and me- dium-sized enterprises where Imbizo Shisanyama Restaurant is situated. Imbizo Shisanyama Restaurant was founded in 1997 during a period when the abolition of many apartheid laws saw an unprecedented urbanisation process leading to the mushrooming of informal settlements. It is this mushrooming of informal
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