People and Organizational Leadership: Developing Organizational Capability
Around this aspect of growth leadership, Nedbank would perform well, given the academies it
People and Organizational Leadership: Team Leadership
The case provides a number of examples, such as Group Technology and the property finance
business units, where group and team coaching were utilized. The “Leading for Deep Green”
People and Organizational Leadership: Collaborating and Influencing
This aspect on collaboration could be a development area for Nedbank. Throughout the case, it is
emphasized that Nedbank is a conservative organization. Due to the market pressures, it could be
Business Leadership: Customer Impact
Instructor Resource
Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
The Nedbank case provides ample evidence where the innovation drive was centered around the
Business Leadership: Results Orientation
As well as measuring results important to Nedbank, the BASEL II & III and King III governance
and compliance aspects necessitate regular monitoring, analysis and publication of results. The
Coaching and Mentoring Leaders for Growth
The instructor could direct the discussion on this question to the various definitions and
perspectives of coaching and mentoring. Marius Meyer warns that “mentoring and coaching are
often viewed from a simplistic and one–sided perspective, while it is in fact a multidisciplinary
field.”19 Sunny Stout–Rostron, in her seminal work, declares that coaching and mentoring are often
What Happened
It seems that leaders at Nedbank practice what they preach in terms of the capability
development. There is a story that was told all over Nedbank, and that had been published in
African Banker31 magazine, that the previous executive for retail and business banking, Ingrid
Johnson, had given accolades to her mentor, Paul Dempster for his influence on her leadership
capabilities.32 She moved on to become the financial director of Nedbank’s holding company,
Instructor Resource
Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
Exhibit TN-1
Extracts From the Nedbank Story between 2003 and 2010
Exhibit TN-2
Global Integration Versus Local Responsiveness
Source: Prahalad, C. K., & Doz, Y. L. (1987). The multinational mission: Balancing local
Instructor Resource
Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
Exhibit TN-3
Swot Analysis on Nedbank by Bmi Research
Strengths:
• One of South Africa’s largest financial companies.
• Strong regional footprint via alliance with Ecobank, presence in 37 African countries.
Weaknesses:
Negative outlook and recent downgrade from Moody’s: In August 2014, international credit
rating agency Moody’s downgraded the local-currency debt ratings of four South African banks–
-Absa Bank, FirstRand, Nedbank Group and Standard Bank Group—to Baa1 from A3. Moody’s
is keeping the four banks on review for a further downgrade, according to a statement by the
Opportunities:
• International expansion, via acquisitions of pan-African banking network.
• Sharp rise in headline earnings in 2013.
Threats:
• Fine for money laundering could undermine reputation.
Instructor Resource
Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
Exhibit TN-4
Nedbank Values
Accountability—Be prepared to make commitments and be judged against our commitments, to
deliver on those commitments and to be responsible for our actions.
Integrity—Be honest, trustworthy, truthful, consistent and open in all of our conduct and
decisions.
Respect—Recognise the inherent worth of every human being and treat all people accordingly.
Pushing beyond boundaries—Recognise our obligation to the entire organization to push
Instructor Resource
Rowe, Cases in Leadership 5e
SAGE Publications, Inc., 2019
Exhibit TN-5
Exponential Growth Through Coaching
Source: Caren B. Scheepers, Coaching Leaders (Randburg: Knowres, 2012): 243.