"PPC today is a professionally run company with motivated and dedicated people. This is reflected in the total shareholders’ returns achieved over the past few years and the increase in the market capitalisation of the company."
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It was September 2008 and Ravi Teja, associate vice president and head of enterprise transformation at the global consulting company
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In 1998/1999, the Legal Aid Board faced closure because of a contingent liability of more than R600 million for legal services delivered by private practitioners to the organisation’s clients
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On 22 June 2009, the JSE Limited (JSE) and the Bond Exchange of South Africa Limited (BESA) merged.
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Foschini Group’s (FOS) Shani Naidoo was in excellent spirits when she walked out of a two-day group strategy meeting in October 2009.
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It was a Sunday evening in March 2004 and Sagie Pillay, chief executive officer of the Johannesburg Hospital, was reflecting on the progress he had made since his appointment in 2000.
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Rod Burn, organisational performance director of PPC, looked back over the past four years with some satisfaction.
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In February 2000, the Kambuku team of Pretoria Portland Cement (PPC) got together in the Kambuku “war room” to plan the way forward for the project.
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External changes in the banking environment, coupled with an increasing number of consumer complaints...
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In July 2002 banking group, Nedcor had purchased another banking group, BOE and decided to use this purchase as an opportunity...
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Johan Blignaut, the managing partner of Grant Thornton Kessel Feinstein Pretoria had worked hard to turn the partnership around and create a culture that was conducive to success.
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It was June 2003 and just over a year-and-a-half since First National Bank (FNB) Metro (a division of FNB Retail) had completed the first stage of an organisational transformation initiative aimed at changing FNB Metro’s culture...
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In October 2002 contract food-services group, Compass SA, was some way down the track in a process that aimed to transform the company into a learning organisation.
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