



Case Study: LEISURENET: an unfit empire
Title
LEISURENET: an unfit empire
Author
Townsend, S; Thomas, A
Pages
27
Product Type
Reference #
704-066-1
Teaching Note
Institute
Setting
South Africa
Year
2004
Keywords
Corporate governance; Ethics
Summary/
Abstract
Abstract
On the evening of 6 October 2002 'Mr Fix-It', Peter Flack, a Partner in Coronation FRM, a firm of corporate turnaround specialists, was preparing for his testimony at the hearing into the collapse of LeisureNet, a company with the majority of its interests in the fitness industry, and he wanted to prepare properly for the next day. LeisureNet had been placed under provisional liquidation exactly two years ago, with contingent liabilities of almost Rand 1 billion. Flack, in his capacity as acting CEO (Chief Executive Officer) at the time, had been involved in making that final decision to close down the company - a decision that had a ripple effect on the lives of thousands of people. At the time, it was the biggest corporate crash ever in South Africa. The question of what exactly had gone wrong at LeisureNet was certain to be raised the next day at the hearing. Coronation FRM believed that every organisation required four basic ingredients for success: (1) leadership; (2) a strategic plan; (3) a management team capable of implementing the strategic plan; and (4) an action plan which broke the strategic plan down into measurable bits. On the face of it these ingredients appeared to be in place in LeisureNet's heyday, but were they really?






