In late 2016, the board chair of T-Systems South Africa (TSSA), an information technology outsourcing company, faced a new challenge. As the previous chief executive officer (CEO) of the company, the board chair had moved the company from declining revenue toward growth and increased profitability. She accomplished the company’s culture transformation and remarkable turnaround, in part, by capturing the interest of people with a vision about creating a company "with soul." She now needed to assist the new CEO in sustaining TSSA’s culture change in a manner that would not intrude on his own ideas, leadership, and style.
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