Nedbank: Coaching Capabilities for Growth Strategy Execution
(8 pages of text)
The chief executive officer of South Africa’s Nedbank Ltd. contemplated the dilemma of growing the bank in a mature, competitive market within his own country, as well as successfully expanding outside of South Africa’s border. Nedbank’s extensive investment in Ecobank, with its pan-African presence, was a risk, and required improvement of the capabilities of the leaders to execute Nedbank’s strategy. To achieve this, Nedbank focused on building an internal capacity through coaching and mentoring programs for its leaders, in addition to other initiatives to enable employees to execute the bank’s strategy. The chief executive officer was proud of his own innovative idea for a new product, and hoped he was setting an example for other leaders. He was equally proud that Nedbank was a values-oriented business that believed in using its influence to positively impact its community and environment. In 2014, despite positive advancements, the economic situation was grim and the chronic lack of skilled workers was a detriment to the country, and to Nedbank in particular. Could Nedbank rapidly increase its capabilities in time to meet the immediate challenges it faced as it expanded into locales where the stakes, and the risks, were higher?
The case is ideal for an honours or masters business program in courses on strategy, organizational development, human resources strategy and talent management. After successful completion of the case, students will have:
- Improved discernment of strategic options to improve top-line growth, like internationalization.
- Increased comprehension of reasons for ineffective growth strategy execution.
- Gained insight into building capability for growth strategy execution.
- Evaluated the advantages and disadvantages of building an internal capability for coaching and mentoring leaders.
- Gained insight into building capability of leaders to execute an expansion strategy.
Finance and Insurance
South Africa, Large, 2015
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