Online from: 2011
Information: About this Collection
|Title:||Discovery Ltd: entrepreneurship in its DNA|
|Author(s):||Claire Beswick (Head of the Case Centre and Boris Urban is Full Professor of Entrepreneurship and the incumbent Chair in Entrepreneurship (Lamberti Foundation), both at Wits Business School, Johannesburg, South Africa), Boris Urban (Claire Beswick is Head of the Case Centre and Boris Urban is Full Professor of Entrepreneurship and the incumbent Chair in Entrepreneurship (Lamberti Foundation), both at Wits Business School, Johannesburg, South Africa)|
|Citation:||Claire Beswick, Boris Urban, "Discovery Ltd: entrepreneurship in its DNA", Emerald Emerging Markets Case Studies Collection, (2012)|
|Keywords:||Corporate environment, Entrepreneurialism, Financial services, Private health insurance, Strategy|
|Article type:||Research paper|
|DOI:||10.1108/20450621211214487 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The author/s may have disguised names; financial and other recognizable information to protect confidentiality.|
Title – Discovery Ltd: entrepreneurship in its DNA.
Subject area – Entrepreneurship.
Study level/applicability – The case has been used at Master's level but it has direct application to any MBA programme or entrepreneurship module.
Case overview – Adrian Gore started Discovery in 1992 with seed-funding of R10 million from merchant banking group, Rand Merchant Bank (RMB), as a health insurance company within the RMB stable. By 2009, Discovery had become a large, listed, financial services institution employing more than 5,000 people and comprising not only Discovery Health (DH), but also Discovery Life (DL), Discovery Invest (DI) and Discovery Vitality (a wellness programme). In addition, it had operations in the USA, where it licensed Vitality for use by employers and other health insurers, and in the UK where it operated two joint ventures with The Prudential plc – Pruhealth and Prulife.
Expected learning outcomes – To understand the similarities and differences between corporate and start-up entrepreneurship; to understand the entrepreneurial process within an established organization; to explore the environment within an established company in terms of how much it supports or constrains entrepreneurship; and to look at creative ways to overcome obstacles to entrepreneurship in established companies.
Supplementary materials – Teaching notes.
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