Nedbank, one of South Africa's top banks, has increased revenues through managing their culture. See Web Seminar at www.valuescentre.com Read The Nedbank Turnaround Story http://www.valuescentre.com/docs/thenedbankturnaroundstory.pdf

1. Barrett Values Centre On-line Seminar: An Interview with Tom Boardman May 27, 2009

2. Featured Speakers Richard Barrett, Founder Barrett Values Centre USA Tom Boardman, CEO Nedbank South Africa

3. The Economic Meltdown

4. The Economic Meltdown What we currently are experiencing is not a market shakeout or a technology shift. It is the breakdown of an unsustainable economic paradigm that threatens the global sustainability of human society. The problems of existence have become global while the systems and processes we have for dealing with them are national. Richard Barrett

5. Values-Driven, Sustainable Systems

6. Nedbank and CTT

7. Nedbank Vision, Strategy, Priorities Vision To become the international long-term savings and investment provider of choice and the premier financial services provider in South Africa. Strategy To focus on leveraging our strongest businesses (South Africa and Long-Term Savings), to streamline the Group, and to drive value creation within, and between businesses. Priorities 1. Maintain & strengthen capital position 2. Streamline portfolio over time 3. Leverage scale in long term savings & investment businesses 4. Drive value creation in & between South African businesses 5. Strengthen governance & risk management

8. Old Mutual/Nedbank Group Values From 2005 to 2008, staff satisfaction increased by 12 points to 71.5%.

9. The Leader’s Journey Leadership and learning are indispensable to each other. John F. Kennedy Leaders don't force people to follow — they invite them on a journey. Charles S. Lauer Leadership is much more an art, a belief, a condition of the heart, than a set of things to do. The visible signs of artful leadership are expressed, ultimately, in its practice. Max DePree

10. Nedbank Cultural Evolution 1. client-driven 2. accountability 3. client satisfaction 4. cost-consciousness 5. community involvement 6. performance driven 7. profit 8. achievement 9. being the best 10. results orientation 2007 ENTROPY 25% ENTROPY 19% ENTROPY 17% 2008 1. accountability 2. client-driven 3. client satisfaction 4. community involvement 5. achievement 6. cost-consciousness 7. teamwork 8. performance driven 9. being the best 10. delivery ENTROPY 14% ENTROPY 13% 1. cost-consciousness 2. profit 3. accountability 4. community involvement 5. client-driven 6. process-driven 7. bureaucracy (L) 8. results orientation 9. client satisfaction 10. silo mentality (L) 2005 1. cost-consciousness 2. accountability 3. client-driven 4. client satisfaction 5. results orientation 6. performance driven 7. profit 8. bureaucracy (L) 9. teamwork 10. community involvement 2006 2009 1. accountability 2. client-driven 3. client satisfaction 4. cost-consciousness 5. community involvement 6. achievement 7. teamwork 8. employee recognition 9. being the best 10. performance driven

13. South Africa National Assessment