The year $2021$ heralded the fourth consecutive C$-$Class launch for the Mercedes$-$Benzmanufacturing plant in East London, South Africa. As with so many other industries, bothlocally and globally, Mercedes$-$Benz South Africa $($MBSA$)$ has weathered the Covid$-19$pandemic throughout $2020.$ During this tumultuous time, a young, agile, inspirationalleadership team has led the plant through tough times as a decision had been taken toramp down production of the W$205,$ the predecessor of the current new C$-$Class, theW$206.$Mercedes$-$Benz South Africa, a key player in the global C$-$Class manufacturing networkwithin Mercedes$-$Benz AG $($MBAG$)$ is currently producing world$-$class, C$-$Class vehiclesfor both local and export markets. This is despite experiencing global supply chain andother logistical shortages. The key task mandated by the plants senior leadership to theorganisational development $($OD$)$ function was clear: recalibrate and re$-$energise theworkforce, notwithstanding difficult times. Despite the VUCA environment and the impactof the Covid$-19$ global pandemic, the aspiring leaders and employees at MBSA are young,driven, and motivated to succeed. They also engage with the $4$IR and artificial intelligence$($AI$)$ practices.The OD team conceptualised the metaphor of Walking our journey through W$206$ andbeyond. The analogy brought with it the idea of a shoe, a local South African shoe,bespoke to the culture of the plant and its people.Bathu Sneakers South Africa, an African sneaker brand, was approached about thepossibility of co$-$creating a shoe together with the local OD and corporate affairs teams.Once all the design and cost elements were finalised, and with the blessing of the localsenior leadership team, it was time for another first. The shoe had to be approved by theMBAG head office in Stuttgart, Germany, as the dream of the plant was that BathuSneakers would become the first South African$/$African shoe to bear the Mercedes$-$Benzbranding.With this first, the East London plant, is once again living the dream, Out of Africa for theworld. The Bathu Sneakers shoe is a symbol of the W$206$ journey for the plant. Itembodies the essence of the people of the plant and is synonymous with Yeyethu $($It isours$),$ which is the W$206$ logo of the plant itself. At the time that the announcement of theshoe was made public, the plant had to stop production due to global supply shortages.The spirit of the people of the plant, however, was visible. Every single employee cameto the plant to size their shoe personally and to order their shoe digitally via theirsmartphones.The delivery of the Bathu Sneakers shoes to the plant and its employees caused palpableexcitement. Through this initiative, the plant is one clear step forward to achieving threeof its global manufacturing operations strategic themes: passionate people, pioneeringdigitalisation, and sustainability. Sustainability yes, all Bathu Sneakers shoes deliveredwill be gifted in a sustainable bag, instead of the traditional Bathu Sneakers shoe box.There are a few key lessons here for MBSA. These lessons are associated with theimportance of the organisations responsibility towards its people as well as towards thelocal community. This demonstrates that co$-$creation between a multinational and a local,highly successful entrepreneur is possible. In the current Covid$-19$ landscape, it showsthat there is room for volatile creativity in order to bring people closer to the strategy ofthe organisation, and yet achieve a spirited, dynamic workforce, committed to achievingit Now and in the future

Question: provide detailed examples and insights into the leaderships actions based on the above case study