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GE South Africa: Londvolota’s Contextual Leadership for Creating Shared Value
Caren Scheepers; Abdullah Verachia; Ingrid TruslerCase IVEY-9B21M007-EStrategyIn January 2019, one of the founding members and current board members of Londvolota, a South African trust formed by General Electric South Africa (GESA) in 2015, faced a challenge. Londvolota needed to improve the establishment and growth of entrepreneurial South African businesses as part of GESA’s development of local suppliers, which aimed to enable the best of these businesses to supply the global GE network. The initiative represented a ma...Starting at €8.20
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Sasol Fuel Retail Franchise: Contextualizing Entrepreneurship’s Role in Women Empowerment
Caren Scheepers; Motshedisi MathibeCase IVEY-9B21M070-EStrategyIn 2018, the owner of a Sasol Limited (Sasol) fuel retail franchise in Pretoria, South Africa, was facing the challenge of how to continue growing her business by retaining her existing customers and offering the products and services they expected. A woman entrepreneur in a male-dominated industry, the franchisee had worked her way up the corporate ladder in the financial services industry and, after being retrenched from her position at a bank,...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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AEL South Africa: Leading in a Manufacturing Context
Caren Scheepers; Shalati MaponoponoCase IVEY-9B20C015-ELeadership and People Management, StrategyOn January 8, 2017, Ronald Huggins, plant manager at AEL Mining Services Limited (AEL), needed to come up with innovative ways to keep his employees motivated. This need was driven by the downward trend of the local mining market. In 2011 and 2012, AEL had rolled out a major retrenchment, leaving employees with low morale and motivation, which in turn had affected performance levels. It became apparent that plant performance needed to ramp up. Th...Starting at €8.20
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Carmién Tea South Africa: International Entrepreneurship in a Born-Global Firm
Caren Scheepers; Marianne Matthee; Lize Du PreezCase IVEY-9B20M103-EEntrepreneurship, StrategyIn September 2019, the founder of Carmién Tea, based in South Africa’s Western Cape province, faced a dilemma. Her company, founded in 1998, was a producer and supplier rooibos tea, which was unique to the mountainous area north of Cape Town. After a newStarting 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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SweepSouth South Africa: Contextually Intelligent Female Leadership of Entrepreneurial Domestic Services
Tracey Toefy; Caren ScheepersCase IVEY-9B19C010-EEntrepreneurship, Leadership and People Management, StrategyIn 2014, an entrepreneur in Cape Town, South Africa, started SweepSouth with her husband. Their mission was to enable dignified home cleaning work for the most vulnerable blue-collar workers, and they offered several services to empower them. When the company struggled to meet the demand for domestic services over the December holiday period, the founders realized the extent of the market’s need to connect domestic workers with potential clients....Starting at €8.20
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Transitioning to a Marketplace Model (Spanish version)
Narayandas, Das; Gupta, Sunil; Tahilyani, RachnaCase HBS-518S12MarketingSachin Bansal and Binny Bansal, co-founders of India's largest e-commerce company, Flipkart, were reviewing the foregoing Facebook post, which had gone viral and received more than 20,000 likes. A third-party seller listed a pair of women's sandals on Flipkart's website at 799 Indian rupees and offered it on promotion at 399. However, upon close examination of the product's display photo, consumers noticed a 399 price tag printed on the strap. Co...Starting at €8.20
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Tata Nano - The People's Car (Spanish version)
Palepu, Krishna G.; Anand, Bharat N.; Tahilyani, RachnaCase HBS-711S33StrategyThe case explores how Tata Motors, India's largest automobile company, developed the Nano, the world's cheapest car. The case focuses on the translation of Ratan Tata's (Chairman of Tata Motors) vision of a safe affordable car for the masses by Ravi Kant, Managing Director of Tata Motors into the Nano Project. The case raises questions around breaking the price - quality barrier and changing existing internal processes to accommodate revolutionar...Starting at €8.20
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Sibanye: Changing Mindsets in Mining through Contextual Leadership
Caren Scheepers; Ken MathuCase IVEY-9B16C026-ELeadership and People Management, StrategyIn 2016, the executive vice-president of commercial services for Sibanye Gold, Westonaria (Sibanye), the largest gold producer in South Africa, faced a challenge. The company’s latest acquisition had been particularly difficult, with much resistance from the acquired management team. Although the executive vice-president tried to empathize with the management team who had done things a certain way for decades, he was frustrated with their lack of...Starting at €8.20