ABSTRACT
Learning outcomes: The learning outcomes focus on enabling students to view operational model changes critically, as they pertain to: ■ evaluating different management styles and uses of the ADKAR change management model in decision-making moments in times of crisis (such as COVID-19) in non-profit organisations (NPOs);■ evaluating different ways in which NPOs pivot to sustainability, including the use of social enterprise models and change management;■ anticipating and managing change in institutional formations through new technologies;■ articulating trade-offs between grant and non-grant resource mobilisation for African philanthropy;and ■ application of change management theory to organisations' sustainability journeys. Case overview/synopsis: In May 2020, working from her home office just over one month into a nationwide lockdown because of the COVID-19 pandemic, Masego Madzwamuse, chief executive officer (CEO) of the Southern Africa Trust (the Trust), knew that it could once again be at a crossroads. In 2015, the Trust had found itself in a quandary when its primary donor gave notification of its intention to withdraw its funding. The Trust had responded by making changes to its structure and strategy. Now, with uncertainty rife throughout South Africa, the CEO knew that she had to consider whether the changes that had been implemented over the past five years had prepared the Trust not only to respond to, but also to survive the pandemic and continue its vital work long into the future. Complexity academic level: Postgraduate Diploma in Management, MBA, Masters in Management. Supplementary materials: Teaching notes are available for educators only. Subject code: CSS 11: Strategy. © 2023, Emerald Publishing Limited.