Bringing an Agile mindset into the South African Banking World

In times of exponential change when operating environments have become increasingly complex the complexity of the strategic agenda has increased. What this means is that not only does the organisation need to be resilient and adaptive but still outcompete existing and new entrants. In light of this the organisational culture and supporting leadership behaviours need to continually evolve and develop in order to create greater agility and adaptability during these turbulent times.

In an era of dynamic change, an adaptive culture is required. Furthermore traditional leadership approaches are left wanting. The required approach is one that fits with the external changing environment as well as its internal resources. Leaders need to be equipped to manage uncertainty more effectively.

It is in these challenging markets that agile teams are successfully staying close to the customer and adapting quickly. When successfully landed, agile teams are seeing returns in the form of higher productivity, team morale, speed to market, improved quality, and lower risk than traditional approaches can achieve.

This case study explores the South African banking industry through the lens of the Nedbank Group as she embarks on the agile journey.

 
 

Outline/Structure of the Case Study

Outline:

This interactive session will be based on a case study of the Nedbank Group focused on the following elements:

· Exploring cultural dimensions (Mechanistic vs Open systems)

· The case for change (The requirement for an agile mindset)

· Unpacking the different leadership styles – Command and Control vs transcendental leadership (The mindset of an agile leader)

· The journey of Nedbank – new world initiative in old world context (clash of the old and the new)

· Tracking the sustainability of interventions

Learning Outcome

Learning Outcomes:

1. Exploring the evolution of organisational cultures (from the old to the new)

2. Understanding the culture required of an agile organisation

3. Facilitating the change of mind-set in the organisation

4. Understanding the leadership mind-set needed for agility

5. Engaging the workforce beyond traditional boundaries

Target Audience

Leaders and employees alike in a corporate setting

schedule Submitted 2 years ago

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