CASE STUDY: THE SOUTH AFRICAN BREWERIES INNOVATIVE PROJECT MANAGER Project managers for South African Breweries (SAB) were on an innovation journey to develop a new product and the necessary marketing. The challenge was to have the new product fit within the brand and processes of the existing organization; meet the project constraints of time, cost, and quality; stimulate creative and analytical thinking at the same time develop an imaginative and original product; and manage the dynamics of stakeholder and project team thinking within the boundaries of the systems. The objective was to develop a new system for dispensing drinks at just the right temperature between 6 and 8 degrees celsius. SAB partnered with a German company called Littau which is internationally known for innovative drink dispensers and has a history of building products with passion, perfection and precision. The goal was to have a product with a recyclable drink container that could be inserted within the drink dispenser and not take up too much space on the counter, no more than a coffee brewing system. Multidimensional leadership was necessary to manage the complicated set of processes. SAB required an innovative project leader who could be described as having these qualities creative, analytical, focused, explorative, supportive, disciplined and has built trust in teams and pushed boundaries. The executive board approved the concept idea. A multidisciplinary core team was assembled to develop the product. Within the team were team members who had responsibility for a single element of the project; one responsible for the design and production of the appliance, another was responsible for the design and production of the recyclable insert, and a third was responsible for the marketing. These members of the core team lead their subproject teams with the goal of accomplishing their part and the overall project. The core team would meet periodically to discuss the progress of their respective teams and any issues they were facing. The organizational structure followed the structure of other successful projects. The innovation project leaders had extensive experience within SAB, had developed many networks within the organization, and possessed a solid understanding of the business processes and systems of SAB. Even though the project experienced several severe setbacks and unexpected incidents, after 3 years the project team created a new product that would generate new experiences for consumers, developed a new supply chain, instilled new production methods and inspired new patented technology.

Please analyse the case study in detail and provide challenges and how this project can be managed to be a success

The type of leadership;

Risks factors;

critical factors for managing the project