Lidya CEO Tunde Kehinde must size up options for the expansion of his novel lending practices that drastically reduce the credit cycle in his developing Nigeria, and determine if expansion into Eastern Europe will prove successful or disasterous.
In 2020, Mike Heyink and Maya Stewart, co-founders of the Pay-as-you-Go Solar company Yellow were considering how to grow their startup. They had achieved some success in their first market, Malawi, and had recently entered Uganda, where business was slower. What did they need to do to succeed in new markets? How could they continue to grow the business in Malawi?
The case opens in August 2020 as Moulay Mhamed Elalamy (Mhamed), CEO of the Saham Group (the Group), a pan-African investment company that operates a variety of businesses out of Morocco, contemplates the Group’s identity, its investment strategy, and how to navigate the existing businesses through volatility. Since Mhamed’s father Moulay Hafid Elalamy (Moulay Hafid) had laid the foundations of the Group in 1995, its insurance arm became the largest insurance company in Morocco and expanded into the rest of Africa, and the Group diversified to include call centers, real estate, and agriculture. In 2013, Moulay Hafid Elalmy left his executive duties to take on the role of Minister of Industry, Trade, and New Technologies. The case talks about Mhamed’s entering the family business at the age of 23 and his rise through the ranks to eventually assume the CEO position. In 2018, Mhamed decided to sell the insurance businesses, the Group’s crown jewel, and the Group became a private equity house. Since then, Mhamed and his sister Anissa Elalamy were focused on making sure that business continued to prosper. While the Group was settling into its new identity as a family office focused on private equity, the COVID-19 pandemic highlighted the difference between the father and son’s risk appetite and management styles: Mhamed was focused on value preservation and risk-reward analysis, while Moulay Hafid’s saw opportunities everywhere. This raised questions for the future and the family contemplated its risk tolerance and allocation, governance, and succession. The case introduces the different family members and executives and their points of view and asks: What difficult conversations did the Elalamys need to have to ensure shareholder value and continued success in the upcoming generations?
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Pippa Tubman Armerding joined Harvard Business School in 2017 as Executive Director for the HBS Africa Research Center, opened this year in Johannesburg, South Africa. Pippa’s work spans sub-Saharan Africa, with a particular focus on the development of cases and support for faculty research in the region. She also plays an important role in establishing and fostering relationships with companies and alumni in Africa on behalf of HBS.
A lawyer and strategist with 20 years of experience as an attorney and business professional operating across Africa, Europe and North America, Pippa has held a number of leadership roles with large multinationals working across the continent. Prior positions includes serving as Director of Legal and Corporate Affairs for Microsoft South Africa, and Director of Pan-African Strategic Initiatives for Coca-Cola South Africa.
As a graduate of Harvard College, Pippa has been an active alumnus, serving in a number of volunteer roles for the alumni community in South Africa. In addition, Pippa holds a JD from New York University, specializing in international law, and is fluent in French. Raised in Liberia, Pippa returned to Africa 13 years ago and has since lived in South Africa and Kenya.