The C-case of the WIPHOLD series describes a tumultuous time for the company from 1998 to 2002 as its fortunes rose and fell in line with those of South Africa’s black chips. Responding to market signals, and in an attempt to eliminate the discount at which its shares traded on the stock market and to create value for shareholders, WIPHOLD decided to become an operational financial services company in 1999. It then embarked on a three-year plan to make this a reality. This decision would place it in direct competition with its institutional investors who were big financial services companies. In addition, lacking capacity, WIPHOLD poached people from some of these same institutions. As 2002 drew to a close, WIPHOLD reviewed its challenges. How could it deal with increasingly fractious institutional shareholders who now owned the majority of WIPHOLD’s shares–the women’s shareholding having been greatly diluted after the private placement. Although the institutions disagreed with its strategy of moving into operations, the company believed it was the right way to go. But the flagship of that strategy, its financial services company WIPcapital, had turned in a disappointing early performance. And to crown it all, WIPHOLD’s shares continued to trade at a significant discount to its net asset value. What could they do?
However, there are concrete ways and means of bringing female talent to the top. We explain how in the white paper published by the IMD Business School, headquartered in Lausanne, which was also the subject of a panel discussion at this year's WEF...
As we enter 2026, the global share of women in executive leadership has fallen below 31%, reversing decades of slow but steady progress – despite unprecedented investment in leadership development, diversity initiatives, and gender equity commitme...
Not long ago, business leaders were under constant pressure to speak up on climate, diversity, or social justice. Making bold commitments and pledges was not only encouraged but demanded and, for a time, seen as a hallmark of good leadership. Toda...
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Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications