MBA students in search of a business case-study could do worse than dissect the career (so far) of outgoing FNB CEO Michael Jordaan. Jordaan has exhibited a rare skill in the 21st century business world. He’s achieved extraordinary personal success at the tender age of 45, while as a high-profile banker, has remained popular, has run a good business well achieving compound growth rates of 15%, and all-the-while has succeeded in convincing his customers that his strategy is in their best interests.
Jordaan i s excruciatingly modest about his achievements as he prepares to embark on an early grey gap year. Unlike other business leaders, among t hem Koos Bekker and more recently Johann Rupert who embarked on late career inspiration seeking, g, Jordaan J is doing g it early y on i n his working l i fe. As we pointed nted out i n our 2011 cover r story All a Twitter on the changes he brought at FNB, B, nothing in Jordaan’s professional essional life happens by accident. ccident.
There here is a bigger backstory y here. Time, no doubt, will reveal all.
He’s playing down any plans he might have with a characteristic: tic: “I need to focus s on the handover before I can really y think about what t I want to do.” Forty-one y-one year-old Jacques ues Cil l i ers, who has worked with Jordaan for the past decade, wil l gradually ually take over his responsibilities onsibilities before assuming ming the role at the end nd of the year.
Unlike nlike most 45-yearolds, Jordaan can afford to take ke time out. That’s