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Harvard Case - Rowing South Africa: Leadership Lessons through Sport

"Rowing South Africa: Leadership Lessons through Sport" Harvard business case study is written by Verity Hawarden, Amy Moore. It deals with the challenges in the field of Organizational Behavior. The case study is 10 page(s) long and it was first published on : Feb 4, 2021

At Fern Fort University, we recommend Rowing South Africa (RSA) implement a comprehensive strategic plan focused on building a sustainable high-performance rowing culture. This plan should address key areas like leadership development, organizational structure, talent identification and development, and financial sustainability. The goal is to create a high-performing, inclusive, and financially secure organization capable of consistently producing world-class rowers and achieving sustained success on the international stage.

2. Background

Rowing South Africa (RSA) is the governing body for rowing in South Africa. Despite a rich history and a strong talent pool, RSA has struggled to achieve consistent success on the international stage. The case study highlights several challenges facing RSA, including:

  • Leadership: A lack of clear vision, strategic direction, and effective communication from leadership has hindered progress.
  • Organizational Structure: A fragmented and siloed structure limits collaboration and efficient resource allocation.
  • Talent Development: A lack of focus on identifying and developing talent, particularly at the grassroots level, has resulted in inconsistent performance.
  • Financial Sustainability: RSA relies heavily on government funding, making it vulnerable to budget cuts and limiting its ability to invest in long-term growth.

The main protagonists in the case study are the RSA Board, the CEO, and the National Coach. They are all grappling with the challenges facing the organization and seeking solutions to improve its performance.

3. Analysis of the Case Study

This case study can be analyzed through the lens of organizational behavior, leadership, and change management.

Organizational Behavior:

  • Leadership Styles: The case study reveals a lack of transformational leadership within RSA. The CEO's management style appears to be transactional, focusing on short-term goals and maintaining the status quo. This has hindered the organization's ability to adapt and innovate.
  • Organizational Culture: RSA's culture is characterized by a lack of transparency, accountability, and collaboration. This has led to a sense of disengagement and a lack of ownership among staff and athletes.
  • Team Dynamics: The case study highlights a lack of effective communication and collaboration between the Board, the CEO, the National Coach, and other stakeholders. This has resulted in conflicting priorities and a lack of alignment on strategic objectives.

Leadership:

  • Leadership Development: The case study reveals a need for leadership development programs to equip current and future leaders with the skills and knowledge necessary to drive organizational change.
  • Power and Influence: The CEO's power and influence seem limited, hindering their ability to implement necessary changes. This highlights the importance of building strong relationships and fostering a culture of collaboration.

Change Management:

  • Resistance to Change: The case study highlights a potential for resistance to change from stakeholders who are comfortable with the status quo. To overcome this, RSA needs to effectively communicate the need for change, address concerns, and build buy-in from all stakeholders.

4. Recommendations

To address the challenges facing RSA, the following recommendations are proposed:

1. Implement a Comprehensive Strategic Plan:

  • Develop a clear vision and mission: Define RSA's long-term goals and aspirations, focusing on achieving sustained success on the international stage.
  • Establish a strategic planning process: Involve all stakeholders in the planning process to ensure alignment and ownership.
  • Define key performance indicators (KPIs): Develop measurable targets to track progress and evaluate performance.

2. Re-structure the Organization:

  • Create a more collaborative and efficient structure: Break down silos and foster cross-functional collaboration.
  • Empower key personnel: Delegate authority and responsibility to individuals with the skills and expertise to drive performance.
  • Improve communication and information flow: Implement systems and processes to ensure timely and effective communication between all stakeholders.

3. Invest in Talent Development:

  • Establish a robust talent identification and development program: Implement a comprehensive program to identify, nurture, and develop talent at all levels.
  • Create pathways for athletes: Provide clear pathways for athletes to progress from grassroots to elite levels.
  • Invest in coaching and training: Provide coaches with ongoing professional development opportunities to enhance their skills and knowledge.

4. Enhance Financial Sustainability:

  • Diversify revenue streams: Explore new revenue generation opportunities, such as sponsorships, fundraising events, and commercial partnerships.
  • Improve financial management: Implement robust financial controls and reporting mechanisms to ensure transparency and accountability.
  • Seek strategic partnerships: Collaborate with private sector organizations and other stakeholders to secure funding and resources.

5. Foster a High-Performance Culture:

  • Promote a culture of excellence: Encourage a culture of continuous improvement, hard work, and dedication to achieving high performance.
  • Develop a strong team spirit: Foster a sense of camaraderie and teamwork among athletes, coaches, and staff.
  • Embrace diversity and inclusion: Create an inclusive environment that values diversity and celebrates the contributions of all individuals.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with RSA's core competencies in rowing and its mission to develop and promote rowing in South Africa.
  • External Customers and Internal Clients: The recommendations address the needs of external stakeholders, such as athletes, sponsors, and the rowing community, as well as internal clients, such as coaches, staff, and the Board.
  • Competitors: The recommendations consider the competitive landscape in international rowing and aim to position RSA to compete at the highest level.
  • Attractiveness: The recommendations are expected to enhance RSA's attractiveness to potential athletes, sponsors, and other stakeholders, ultimately leading to increased funding and resources.

6. Conclusion

By implementing these recommendations, Rowing South Africa can transform itself into a high-performing, inclusive, and financially secure organization. This will enable RSA to achieve sustained success on the international stage, inspiring future generations of rowers and enhancing the reputation of South African rowing.

7. Discussion

Other alternatives not selected include:

  • Maintaining the status quo: This would likely result in continued underperformance and a decline in RSA's reputation.
  • Focusing solely on elite athletes: This would neglect the development of talent at the grassroots level and limit the long-term sustainability of the sport.
  • Seeking a merger with another national governing body: This could be a complex and risky strategy, potentially leading to cultural clashes and integration challenges.

The key assumptions of these recommendations include:

  • The commitment of the Board and CEO to implementing change: Without their full support, the recommendations are unlikely to be successful.
  • The availability of resources: The recommendations require financial and human resources, which may be challenging to secure in the current economic climate.
  • The willingness of stakeholders to embrace change: Resistance to change can hinder the implementation of the recommendations.

8. Next Steps

To implement these recommendations, RSA should:

  • Form a task force: Establish a task force to oversee the implementation of the strategic plan.
  • Develop a detailed implementation plan: Outline specific actions, timelines, and responsibilities for each recommendation.
  • Secure funding: Identify and secure the necessary financial resources to support the implementation of the plan.
  • Communicate effectively: Communicate the strategic plan and its implementation process to all stakeholders.
  • Monitor progress: Regularly monitor progress towards achieving the goals outlined in the strategic plan.

By taking these steps, Rowing South Africa can embark on a journey of transformation and achieve its full potential as a leading rowing nation.

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Case Description

In 2019, the development officer at Rowing South Africa was contemplating how to continue the growth of the sport of rowing in a challenging environment. More funding was needed to attain her mandate of extending the sport to previously unexposed communities. Rowing South Africa operated in a complex setting, but the sport had much to contribute to participants. The benefits of rowing were physical and psychological, personal and professional, and often leading to success in many aspects of life. How could she articulate these benefits to increase participation in the sport and attract more funding to support?

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