DEVELOPING STAGES ANALYSIS Updated August 10 2015
Logo of Capitec Bank

Capitec Bank Public-company

STELLENBOSCH, WESTERN CAPE, SOUTH AFRICA — Capitec Bank is a commercial bank in the Republic of South Africa. It is one of the locally-controlled banks licensed by the Reserve Bank of South Africa, the South African national banking regulator.

STATE BY TRANSITION

Capitec Bank
Wheel position details:
Stage:
3
  • Revenue, GDP, Activity: Stable growth
  • Organizational focus: Scale/Optimize
  • Main motivating force: Culture
  • Ideal role of leader: Grower
  • Source of inspiration: Inside
  • Cohesion trend: Integration
  • Company attractiveness: Buy/hold
  • Breakup risk:
Leader:
 
  • Role: Grower
  • Reign: 2014 - Present
  • Fit:
    - Leader fits organization
Transition slider

STAGES OVER TIME

TIMELINE SUMMERY

STAGE TRANSITION PERIOD STAGE
Organizational focus to:Scale / Optimize 2014 -  
3
Organizational focus to:Innovate / Nurture 2001 - 2014
2
LEADERSHIP TRANSITION REIGN ROLE
Gerrie Fourie 2014 -   Grower
 
Riaan Stassen 2001 - 2014 Builder
 
Note: Consult Timeline with sources below for supporting material.

ESSAY

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Capitec Bank is well under way to realize its growth potential through an exceptionally innovating approach and truly client-oriented services - from office hours, to adding branches and helping clients to manage their finances.  

The development of the Capitec Bank organization perfectly matches Stage 2 initially and Stage 3 of Natural Organization now. Watch the YouTube video interview  (it's listed as a source under Stage Transition 3 below). It'll give you an overview of what grower-type leaders such as Gerrie Fourie do!

​If you'd like to share, follow or like this analysis, please, login first.

Capitec Bank is well under way to realize its growth potential through an exceptionally innovating approach and truly client-oriented services - from office hours, to adding branches and helping clients to manage their finances.  

The development of the Capitec Bank organization perfectly matches Stage 2 initially and Stage 3 of Natural Organization now. Watch the YouTube video interview  (it's listed as a source under Stage Transition 3 below). It'll give you an overview of what grower-type leaders such as Gerrie Fourie do!

TIMELINE

END OF ANALYSIS

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  • Revenue, GDP, Activity: Uncertain growth
  • Organizational focus: Explore/Discover
  • Main motivating force: Conviction
  • Ideal role of leader: Transformer
  • Source of inspiration: Inside
  • Cohesion trend: Fragmentation
  • Company attractiveness: Sentiment driven
  • Breakup risk:
  • Revenue, GDP, Activity: Rising growth
  • Organizational focus: Innovate/Nurture
  • Main motivating force: Vision
  • Ideal role of leader: Builder
  • Source of inspiration: Outside
  • Cohesion trend: Integration
  • Company attractiveness: Buy/hold
  • Breakup risk:
  • Revenue, GDP, Activity: Stable growth
  • Organizational focus: Scale/Optimize
  • Main motivating force: Culture
  • Ideal role of leader: Grower
  • Source of inspiration: Inside
  • Cohesion trend: Integration
  • Company attractiveness: Buy/hold
  • Breakup risk:
  • Revenue, GDP, Activity: Declining growth
  • Organizational focus: Confront/Purify
  • Main motivating force: Openness
  • Ideal role of leader: Reformer
  • Source of inspiration: Outside
  • Cohesion trend: Fragmentation
  • Company attractiveness: Sentiment driven
  • Breakup risk: Partial or total