Through the analysis of the case study, students learn to:
identify turnaround leadership styles and competencies;
evaluate a strategic turnaround strategy; and
understand the significance of post-turnaround priorities and continued strategic renewal to strengthen the culture and stakeholder confidence in the firm.
This case study focuses on the strategic turnaround priorities of Phil Roux, Nampak’s CEO, during and after a turnaround process. The case is set in 2025, as Roux is handing over responsibilities to the successor CEO. Remaining in his role as CEO, Roux questions what his priorities should be in the final phase of his tenure as CEO before retiring. The case uncovers the turnaround situation that has led to the decline of this leading African packaging company. The case focuses on Roux, a seasoned turnaround strategist and leader. It covers not only the leadership styles and relationships of the leader but also the interrelated steps taken to turn the company around. The purpose of the case is to provide students with insights into successful leadership of a corporate turnaround, how the strategic turnaround process evolves and approaches and priorities that can be followed for continued strategic renewal.
MBA level and for executive development programmes focused on strategic capability development.
Teaching notes are available for educators only.
CSS 11: Strategy.
