Cde Order Tshumelo

BANKING CEO JUMPS SHIP - POWER MOVE OR CAREER SUICIDE AT 54? Deputy Group CEO Kenny Fihla's dramatic departure from Standard Bank to take the reins as CEO at Absa has ignited intense debate across the banking sector. This isn’t just another executive reshuffle—it’s a seismic shift, one that may redefine both institutions and the legacy of one of the continent's most dynamic leaders. Power move or career suicide? In September 2024, Kenny Fihla ascended to Deputy Group CEO of Standard Bank, a role positioning him as the obvious successor to Sim Tshabalala, Standard Bank's Group CEO. Yet, at the apex of his career, Fihla chose to pivot sharply: He resigned not just as Deputy Group CEO, but also relinquished key roles: -Executive Director of Standard Bank South Africa -Non-Executive Director of ICBC Standard Bank Plc -Chairman of Stanbic Africa Holdings Limited This unexpected exit not only leaves a vacuum in Standard Bank’s executive suite but sends ripple effects throughout the industry. Stakeholders are now grappling with the implications of a future without Fihla. Fihla’s journey to the top of Africa’s banking sector is one of grit, transformation, and relentless ambition. Born in Johannesburg, Fihla spent his early childhood in Vrede, a small town in the Free State, where he and his siblings lived with their grandmother while their parents worked. He later spent time in the Eastern Cape, but it was in Johannesburg—his birthplace—where he truly came into his own, shaping both his career and reputation. What many don’t know? Banking wasn’t his first calling. After the 1994 elections, Kenny Fihla returned to South Africa from Zimbabwe, where he had studied, and entered the public sector, taking up a position at the City of Johannesburg. Initially responsible for infrastructure, Fihla soon found himself drawn into financial and economic matters as his role expanded which led him to pursue an MSc in Financial Economics from the University of London and an MBA from Wits University—a decision that would lay the foundation for his future in banking. His defining moment came when the Minister of Finance and the MEC for Local Government in Gauteng assembled a task team to pull Johannesburg back from the brink of financial collapse. Fihla was appointed chair of what was initially known as the Committee of Ten, later renamed the Transformation Lekgotla. As head of the Transformation Lekgotla, Fihla was tasked with saving the city’s finances from complete ruin. It was a battle. Against political interference, union resistance, and public pressure, Fihla stood firm. His restructuring efforts prevented the city from defaulting, and by the time his team was done, Johannesburg was not just stable—but generating a surplus. This moment sealed his fate in finance. THE STANDARD BANK GAMBLE: TURNAROUND STRATEGY IN ACTION Having made a name for himself in financial restructuring, Fihla was brought into Standard Bank—not as a seasoned banker, but as a problem solver. His first major challenge? Reviving a struggling division called Financial Asset Services (FAS). "I joined the bank not knowing anything about banking. They took a risk on me," Fihla admitted. "They gave me a business that was in high care—it was out of ICU, but still in high care. They didn’t give it to me because I was an expert; in fact, I knew nothing. They gave it to me because I had enough leadership experience and depth in dealing with sick functions and sick businesses." Standard Bank saw his experience at the City of Johannesburg as invaluable in turning FAS around. But the situation was dire: -Staff morale was at an all-time low. -The division, generating R350 million per year, lacked strategic direction. -It was positioned under the legal department—an unusual reporting structure for a revenue-generating unit. Despite having no formal banking experience, Fihla quickly identified the changes needed to reposition the business. Under his leadership, FAS was rebranded as Investor Services, transforming from a struggling division into a key pillar of Standard Bank’s Corporate & Investment Banking (CIB) business. Today, Investor Services holds nearly 50% of South Africa’s market share, solidifying its place as a cornerstone of Standard Bank’s product group. "When I look back, that business is now substantially bigger. The name and ambition have been retained over the years. I’m really proud of that." Under his guardianship as Chief Executive from 2017 to 2024, CIB doubled its headline earnings to R20.5bn and achieved a compound annual growth rate of 8.6%. This was not just a turnaround—it was a blueprint for scaling struggling businesses into market leaders. And now, Absa is betting on Fihla to do the same for them. KNOWN FOR HIS KNACK IN SUCCESSFULLY TURNING THINGS AROUND, CAN FIHLA DO THE SAME FOR ABSA? By accepting the Absa CEO role, Fihla is stepping into an institution that has burned through six CEOs in six years. 1. Maria Ramos (2009-2019) – The last long-term CEO 2. René van Wyk (2019-2020) – Interim 3. Daniel Mminele (2020-2021) – Departed amid “strategic misalignment” 4. Jason Quinn (2021-2022) – Interim 5. Arrie Rautenbach (2022-2024) – Took early retirement 6. Charles Russon (2024-2025) – Interim But this is no ordinary leadership transition. Absa, once a powerhouse, now suffers from chronic instability, internal conflicts, and persistent questions from investors and analysts alike about its strategic direction. Yet, if anyone is equipped to turn Absa around, it's Kenny Fihla. The industry consensus is clear—this is no ordinary executive transition. It’s a daring, high-risk power play by a leader who thrives precisely in these situations. If he succeeds at Absa, he will be remembered as the leader who ended years of turbulence and restored stability to one of South Africa’s most iconic banks. If he fails? He will be yet another name on the list of executives chewed up by Absa’s relentless leadership churn. This isn’t just a career pivot—it’s a legacy gamble. Did Kenny Fihla just make the boldest move of his career—or did he just commit career suicide at 54? #AskAsanteOnBoards