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Published by: Wits Business School - University of the Witwatersrand
Published in: 2010

Abstract

This is the first of a two-case series (410-062-1 and 410-063-1). 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 necessarily alienating The Banking Association employees, and this was one of the key points on their agenda for discussion.
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Abstract

This is the first of a two-case series (410-062-1 and 410-063-1). 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 necessarily alienating The Banking Association employees, and this was one of the key points on their agenda for discussion.

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