Nihilent Technologies: Recommending Change at The Banking Association South Africa

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CASE STUDY. It was September 2008 and Ravi Teja, associate vice president and head of enterprise transformation at the global consulting company, Nihilent, was waiting to meet with his team to review their progress on The Banking Association South Africa project.

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Nihilent Technologies: Recommending Change at The Banking Association South Africa: Abstract

Nihilent Technologies: Recommending Change at The Banking Association South Africa is a case study by Rasoava Rijamampianina and Eulalie Metton.

It was September 2008 and Ravi Teja, associate vice president and head of enterprise transformation at the global consulting company, Nihilent, was waiting to meet with his team to review their progress on The Banking Association South Africa project. His team included Prabith Kalathil, Shane Perrier, Pooja Bal, Gaurav Joshi and Saurabh Bali. They had completed their analysis of the situation at The Banking Association, and the results clearly showed that there was a need to restructure the organisation and that an effective performance management system should be put in place to enable The Banking Association to achieve its objectives. The challenge was how to do this without unnecessarily alienating The Banking Association employees, and this was one of the key points on their agenda for discussion. Part B In July 2008, Indian management consulting company, Nihilent Technologies, started work on the tender it had won to install a performance management system at The Banking Association South Africa – a project it called Project Masibambane – ‘Let’s Hold Hands’. The project name came out of a competition that the team held during the kick-start of the project.

Two-part Case

  • Nihilent: Recommending Change at The Banking Association South Africa – Part A
  • Nihilent Technologies: Recommending Change at The Banking Association South Africa – Part B (only available with a Teaching license purchase/Enseignement par professeurs)

Teaching objectives

This case was written for the purpose of generating learning about the factors necessary for successful organisational change. Additionally, it can be used as a tool for learning principles for successful consulting and the balanced scorecard. Part B This is the epilogue to the Part A case with the same name. It explains what Nihilent recommended to the Banking Association and how the change was implemented. It should be used in conjunction with Part A, but handed out separately.

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