From her office on her farm in the Eden District of South Africa’s Western Cape province, Wendy Crane, who had for many years been involved in the conservation efforts of the Gouritz Cluster Biosphere Reserve (GCBR), drank in the view of the Langeberg Mountains. Her pleasure was a bit diminished by the knowledge that, like so many parts of the GCBR, this area’s environment was under threat.

In July 1997, Maurice Radebe moved from a successful, eight-year career at Shell Oil South Africa to take up the position of retail manager at Exel Petroleum, a black economic empowerment (BEE) company newly started by energy and chemical company Sasol Oil and a consortium of black shareholders. His career prospects at Shell had been good. But South Africa was at an interesting juncture in its history, spirits were high because of the successful 1994 elections, and BEE was in its infancy.

It was the night before Wits Business School (WBS) economics professor, Eve Smith, was to teach a case for the first time ever in her 12 years as a university lecturer. As she thought about the session the next morning, her major concerns were whether the case would achieve her objective of integrating the theory that she had presented in the previous lecturers, and whether she would be able to keep the discussion focussed so that the session would cover all the necessary material.

No. Pages: 4 

By March 2021, two years had passed since Deloitte South Africa (SA) had released its Transparency Report which detailed its journey of self-reflection as a firm and the ways in which it intended to rebuild trust and restore professionalism. Since 2017, the firm had lost R3 billion ($204 million) in revenue, and suffered significant reputational damage, after being caught up in several scandals involving corruption and unethical conduct.

In June 2020, Ken Njoroge and Bolaji Akinboro[1], co-founders and co-CEOs of Cellulant, a Pan-African financial technology (fintech) company that provided a digital payment infrastructure, had important decisions to make regarding the future of their company. The digital payment environment in Africa had always been competitive and challenging, and it had only become more challenging with the impact of COVID-19.

It was the night before Wits Business School (WBS) economics professor, Eve Smith, was to teach a case for the first time ever in her 12 years as a university lecturer. As she thought about the session the next morning, her major concerns were whether the case would achieve her objective of integrating the theory that she had presented in the previous lecturers, and whether she would be able to keep the discussion focussed so that the session would cover all the necessary material.

No. Pages: 4 

In September 2014, Calum McCracken, chief executive officer (CEO) of Next Generation Network Telecommunications (Pty) Ltd (NGN Telecoms), met with his partners to discuss the company’s Kenyan dilemma.

It was Monday 14 May 2001. Nedcor chairman, Chris Liebenberg, was facing spiralling criticism of an incentive scheme that the organisation had introduced for top executives. Nothing he had done so far had stopped the negative publicity. In reality, it seemed to have made it worse. Since the end of April, when details of the scheme had been released in Nedcor’s Annual Report 2000, the press had lambasted the company and the scheme almost daily as an example of poor governance and greed.

No of pages:  28

On the evening of 6 October 2002, ‘Mr Fix-It’, Peter Flack, who was a partner in Coronation FRM, a firm of corporate turnaround specialists, hurried back to his hotel after dinner.  It was the night before his testimony at the hearing into the collapse of LeisureNet, a company with the majority of its interests in the fitness industry, and he wanted to prepare properly for the next day.  LeisureNet had been placed under provisional liquidation exactly two years previously, with contingent liabilities of almost R1 billion.  Flack, in his capacity at the time as acting CEO, had

Matome Modipa, executive chairman and founder of the Sebata Group of technical engineering and management consultants, enjoyed coming to work. His offices in Midrand, near Johannesburg, had an open and friendly feel, and the pervading ethos reflected the African philosophies of ubuntu and letsema that he had worked hard to instil in the organisation. Sebata had enjoyed steady growth since its inception in 2006.