Business Chief Africa March 2020

AFRICA EDITION MARCH 2020 africa.businesschief.com

Harnessing the opportunities of ecommerce Improving customer experience and connectivity

ZAMBIA NATIONAL BANK CREATING FINANCIAL INCLUSIVITY CDO Wane Ng’ambi details the bank’s digital journey

Embracing digital transformation in Africa

City Focus

LUANDA

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FOREWORD

W

elcome to the March edition

discusses the company’s IT strategy

of Business Chief Africa!

and use of technology to improve

This month’s cover features Wane

customer experience and connectivity.

Ngambi, Chief Digital Officer of

Elsewhere in the magazine, our

Zambia National Commercial Bank

leadership feature sees Dr. Anino

PLC, who updates us on the

Emuwa, founder of Avandis

company’s digital transformation

Consulting and Tamara Haasen, Chief

journey over the last few months.

of Staff at IOHK, discuss the topic of

“With Zanaco, the whole agenda of

diversity and inclusion in Africa.

taking a very mature, traditional

In addition, this month’s City Focus

industry and moulding it into a very tech-savvy future-focused one is a fantastic opportunity.”

explores Luanda, Angola, a city rich in history and an economy based on industry and manufacturing, while our

Other leaders that feature in the

Top 10 ranks the wealthiest football

magazine include Shayne Turley, CIO

franchises in Africa.

of South Africa’s Goldwagen, detailing

Do you have a story to share? If you

how digital transformation has helped the company take full advantage of ecommerce opportunities. As well as Victor Taiwo, CEO of Afrissance Digital, discussing how technology has

would like to be featured in an upcoming issue of Business Chief Africa, please get in touch at georgia.wilson@bizclikmedia.com

transformed his company, and Titilope

Enjoy the issue!

Fakuade, CIO at MTN Liberia who

Georgia Wilson

a fri c a .busi ne ssc hief. com

03

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CONTENTS

10 Zambia National Commercial Bank

24 INCREASING DIVERSITY AND INCLUSION IN CORPORATE AFRICA

42

34 64 LUANDA City Focus

74 52

Building an ecosystem?

Connect the dots. “Your journey to cloud must navigate pitfalls and opportunities that are unique to your business. We support you in imagining and delivering your cloud journey and making it run�.

Eric Meistermann, Deloitte Partner in charge of AXA Group

100 Afrissance Digital

90 Goldwagen

112 MTN Liberia

10

MARCH 2020

Creating financial inclusivity WRITTEN BY

AMBER DONOVAN-STEVENS PRODUCED BY

JUSTIN BRAND

11

a f r ic a . b u s in e s s c hie f. c o m

Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )

Last time we spoke with Zambia National Bank, it was on the cusp of an accelerated digital transformation set for completion in 2020. Fresh into the new decade, CDO Wane Ng’ambi, details the bank’s journey

T

he symbiosis between the telecommunications and finance industry is stronger than ever in Africa, and as technology

evolves, many banks are being left behind as a 12

result. One bank in the region that is staying ahead of the curve is Zambia National Commercial Bank (Zanaco), which in 2018, was on the cusp of an accelerated digital transformation set for completion in 2020. Sharing the bank’s success since then is a Chief Digital Officer who understands the relationship between finance and telecommunications better than most, Wane Ng’ambi.

“I love a challenge!” exclaims Ng’ambi when asked what drew him to his current role. “I’m not a traditional banker. To me, one of the slowestchanging industries has been banking and financial services. With Zanaco, the whole agenda of taking a very mature, traditional industry and moulding it into a very tech-savvy future-focused one is a fantastic opportunity.” When Ng’ambi joined Zanaco in 2018, he brought 15 years of experience in the MARCH 2020

13

a f r ic a . b u s in e s s c hie f. c o m

Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )

“ We’re at almost 110% growth year-on-year, effectively doubling our traffic through our digital channels” — Wane Ng’ambi, CDO, Zambia National Commercial Bank (Zanaco)

telecommunications industry with him.

Specialising in creating telecommunications and digital solutions from an IT engineering perspective, he previously looked after mobile financial services for MTN in Zambia. “There’s a big drive across Africa that is pivoting mobile telecommunication companies from predominantly providing voice and data services to providing financial services by using the existing technology infrastructure,” he says.

“Mobile money is a big phenomena

14

in regions like Kenya, Tanzania and Uganda. Zambia is the latest country to embark on this journey.” After a few years with MTN, Ng’ambi moved to Millicom International Cellular’s subsidiary, Tigo, in order to care for the company’s mobile financial services and customer distribution technology.

After a year he returned to Zambia to work with Zanaco in order to serve its existing customers through new channels. “The heart of Zanaco’s strategy focuses around the use of technology in order to enable customer fulfillment for different products and services,” he summarises. Over the years, banking has evolved considerably, MARCH 2020

Bank Here TVC CLICK TO WATCH

|

1:03

15 but Ng’ambi reflects that telecom-

Zambia National Bank has met

munications engineering has always

the challenges of this ever-shifting

remained embedded in the lives of

landscape head-on and has achieved

customers. “This is the move banks

an astonishing 115% growth across

need to make. They need to ask

digital channels in the last 18 months,

themselves: How do we migrate from

with defining weight placed on mobile

the traditional branch servicing of

channels. Other streams that have

customers and into the digital age?”

contributed to this exponential growth

He is cognizant that Africa com-

include QR Code, which has acted as

prises a largely young population that

a replacement channel to the original

will pilot a remarkable technological

postal one and cost inhibitive POS

shift in the continent in the next five

channel, and the express “Agent

to 20 years, and it is essential that

Banking” channel. “We’re at almost

banks like Zanaco keep the pace in

110% growth year-on-year, effectively

order to remain relevant.

doubling our traffic through our digital a f r ic a . b u s in e s s c hie f. c o m

Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )

16

channels.” This is the result of what

collectively. This forms up to 20% of

Ng’ambi would describe as a very

the total financial inclusion and often

“aggressive” campaign: “Africa has a

goes missed by banks. “Now, this is

very interesting dynamic; the financial

not regulated formally in Zambia, so

inclusion rate is relatively low, with the

it’s unregulated financial inclusion,

exception of some successful markets

which is pretty much a conventional-

like Kenya, Tanzania and Uganda.

type financial inclusion,” he explains.

Zambia sits at around 59% of the

“But when you look at formal financial

total financial inclusion. This inclusion

inclusion, through regulated entities

includes regulated and non-regulated

such as Zanaco, we’re somewhere

channels.” By non-regulated channels,

around 38-39%. That’s relatively low if

Ng’ambi refers to the phenomena of

you look at the population.” This totals

‘Chilimbas’ – village banking – where

to around 6-9mn individuals who are

groups in rural communities invest

currently excluded from regulated

MARCH 2020

financial services. This makes

branches on a day-to-day basis, with

Zanaco’s growth all the more impres-

a shift of customers moving from

sive, but it also creates a number of

branch to digital marking a negative

challenges to overcome.

trajectory. However, we are close to

“The challenges can be split in two,”

gaining 40,000 customers every month

explains Ng’ambi: “Technology and

who did not have access to financial

culture. Naturally these factors both

services previously. We’re somewhere

intertwine. While automation drives

in the space of maybe 200-300% new-

efficiency, which achieves our digital

to-bank acquisition growth between

strategy, digital transformation impacts

2018 and 2019. That’s a very, very

the lives of stakeholders within the

strong growth for a traditional bank.” To

E XE CU T I VE PRO FI LE

17

Wane Ng’ambi Wane Ng’ambi is a seasoned telecommunications and financial services executive with extensive skill sets in sales and distribution, financial services, project management, IT and telecommunications and FMCG experience spanning several African markets.

Ng’ambi has held several senior management and executive roles in the Telecommunications and Financial Services industry across Africa including his most recent role at Millicom Group (T/A TIGO) as Regional Director – Sales Distribution and Customer Operations – Africa Market.

Prior to joining Millicom, Wane served five years with MTN Zambia as Executive Head, Mobile Financial Service (MFS). He holds a Graduate Diploma in Information Systems Management, BSc (Hons) Computer Science. a f r ic a . b u s in e s s c hie f. c o m

powered by

ensure that the implementation of these new technologies is smooth, Ng’ambi explains that the bank has traveled around the country to a number of town halls in order to engage with staff as to identify any pain-points in relation to the changes occurring, as well as how to mitigate them within new strategies. “We are very conscious that digitisation can lead to redundancy and so we take a very active role in the reskilling of our staff and honing new skills as the company transforms,� he says.

The benefits of this digitisation greatly outweigh the challenges and MARCH 2020

“ Banks almost solely examine assets, liabilities and the revenue aspect, but behavior is what results in assets and liabilities and revenue”

in addition to the increase in financial inclusion across the nation, there have been other benefits. “We’re now able to proposition customers more effectively; I can look into a customer’s habits over the course of six months and track his experiences to identify individual or economic changes,” he says. In terms of UX, Zambia’s online banking platform was originally very

— Wane Ng’ambi, CDO, Zambia National Commercial Bank (Zanaco)

traditional in terms of UX, but it has since been upgraded to provide a more seamless and accessible experience for customers. “We created the new platform from a number of focus groups around customer behavior and now it is intuitive, fresh. But this will not be enough,” asserts Ng’ambi. “The platform will continuously develop to ensure that it meets the changing demands of the customer.”

As the bank progresses with its digital transformation, Ng’ambi enthuses that the bank’s focus is now on datacentricity. “I am predominantly a telco player and telcos have also shifted focus on to data. When you cross-pollinate the experiences from different industries, you begin to understand the depth and the wealth of what data can a f r ic a . b u s in e s s c hie f. c o m

19

Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )

20

MARCH 2020

actually mean. One of the things that I have understood from my time in both the telecommunications and banking industry is that the tracking of the behavioral patterns of customers is not a strong suit of the latter.” He goes on, “banks almost solely examine assets, liabilities and the revenue aspect, but behavior is what results in assets and liabilities and revenue.”

Moving forward, the goal of Zambia Bank is the culmination of effective data in order to drive assets and liabilities in a more effective way while using AI to better understand this data.

“Things are looking very, very exciting

N G ’A M BI O N T HE BAN K ’S PART N ERS

“I have a number of fintechs, aggregators and multiple traditional core banking solution providers that all assist with different aspects of our operations in a cost effective manner that meets the needs of our end customers efficiently. One company that covers a very notable amount of our requirements is Devshack International, which allows us to pivot quickly to respond to the consumer’s demands as the market starts to shift and change.”

a f r ic a . b u s in e s s c hie f. c o m

21

Z A M B I A N AT I O N A L C O M M E R C I A L B A N K ( Z A N A C O )

for us in the future. We are continuing to drive toward mobile interoperability.”

Ng’ambi shares that they are also looking to move towards the creation of an open digital product marketplace via Open API integrations to their digital platforms. “We’re looking to build a whole ecosystem by adding everyone into one interoperable environment where everyone can play and trade with everyone. From a traditional banking perspective, I think this is relatively strong because all banks are already 22

playing with everybody, but from a mobile perspective, mobile acquirers, mobile issuers, are not doing very

“ Things are looking very, very exciting for us in the future. We are continuing to drive toward mobile interoperability” — Wane Ng’ambi, CDO, Zambia National Commercial Bank (Zanaco)

MARCH 2020

1996

Year founded

$15.mn+ Revenue in US dollars

1,228 Number of employees

well, so this is an area where we’re trying to create an environment that allows everyone to play with everyone.

Mobile is continuing its strong growth and we’re trying to now bridge that gap with banking, so that for us is one key area that we’re going to keep focusing on.” As technology evolves, one thing is for certain: customercentricity will remain at the epicentre of all of Zanaco’s operations.

a f r ic a . b u s in e s s c hie f. c o m

23

LEADERSHIP

24

INCREASING DIVERSITY AND INCLUSION IN CORPORATE AFRICA Business Chief speaks with Dr. Anino Emuwa, founder of Avandis Consulting, and Tamara Haasen, Chief of Staff at IOHK, to discuss diversity and inclusion in Africa WRITTEN BY

MARCH 2020

GEORGIA WILSON

25

a f r ic a . b u s in e s s c hie f. c o m

LEADERSHIP

“

L

ike the rest of the world, diversity and inclusion in Africa remains a challenge,” comments Dr Anino Emuwa. “The World

Economic Forum’s Gender Gap report, which measures the gap across four dimensions – economic participation and opportunity, educa-

tional attainment, health and survival, and political empowerment – estimates that, at the current pace, it will take 99.5 years for the world to achieve parity based on a study of 153 countries. Breaking this down regionally, for sub Saharan Africa it will take 95 years, 140 years for 26

Middle East and North Africa compared with Western Europe at 54 years. Clearly a lot of work needs to be done.” Dr. Emuwa, sees divergence across Africa’s 55 nations in attempts to close this gap. She says “there is a wide disparity within Africa at the moment, particular concerns are the Gambia, Mali, Togo, Mauritania, Ivory Coast, Egypt, Chad and the Democratic Republic of Congo. However, on a positive side, the continent is moving in the right direction with three African countries – Rwanda, Namibia and South Africa – among the top 20 countries for gender parity.” Agreeing with Dr. Emuwa, Tamara Haasen, Chief of Staff at IOHK, sees widespread gender disparities in African industries. In particular, “in Ethiopia there are nine male engineers for every one female,” says Hassen, who MARCH 2020

27

“ The biggest issue in diversity and inclusion in Africa relates to the lower level of integration of women into the formal workforce” — Dr. Anino Emuwa, Founder, Avandis Consulting a f r ic a . b u s in e s s c hie f. c o m

LEADERSHIP

adds that it is important that as in-

out of the two dozen commercial

dustries grow, they draw on the full

banks, four have female chairs – First

array of skills available to them

Bank, GT Bank, Access Bank and

across the whole population.

Union Bank (Acting chair). In the US,

Although parity is still some way

28

the first, and only female chair of a

from being achieved within Africa,

major bank, Wells Fargo, was

the continent has made some great

appointed just three years ago in

strides when it comes to workforce

2017, and the UK is yet to appoint a

participation. “In particular, at

woman to lead the board of its high

boardroom level the continent leads

street banks.” Dr. Emuwa notes that

the world with a 25% female repre-

the success of diversity on the

sentation,” adds Dr. Emuwa. “Spe-

boards of banks in Nigeria should be

cifically within the banking industry,

credited to the former Central Bank

Nigeria is an interesting one where

Governor, who encouraged financial

MARCH 2020

FS-360 FLASH - Africa Innovation Ecosystem (with Anino Emuwa) CLICK TO WATCH

|

4:10

29 appoint female directors and

seeking qualified female candidates,”

monitored the success of the banks

continues Dr. Emuwa.

annually. “Men need to empower

Reflecting on the continent’s

women in business,” adds Haasen,

evolution when it comes to diversity

who like Dr. Emuwa, is seeing a rise

and inclusion, Dr. Emuwa highlights

in male leaders seeing the value of

the main barriers within the region.

female participation. “This encour-

“According to McKinsey’s research

agement from men has produced two

– the main global barriers are cultural

positive outcomes. Banks have

and societal. These include: uncon-

begun to appoint women in the

scious bias, workplace environments

position of chair, which has sparked

that are not conducive to women’s

other industries to diversify their

needs and progression, lack of

boards too. In this instance, the policy

sponsorship for women, self-limiting

maker actions created a culture in the

mindsets, discrimination and a lack of

corporate world where boards are

family friendly policies. But perhaps a f r ic a . b u s in e s s c hie f. c o m

LEADERSHIP

the biggest issue in diversity and inclusion in Africa relates to the lower level of integration of women into the formal workforce.

Education barriers such as literacy rates being higher for men and a lack of childcare options are contributing to women often leaving the formal

“ Blockchain has the potential to improve financial inclusion in Africa” — Tamara Haasen, Chief of Staff, IOHK

workforce.” Haasen also adds that one of the main barriers to women’s

30

inclusion in Africa is a lack of financial

However, although these factors can

inclusion. “Currently in Africa men are

help to inspire change it “ultimately

more likely than women to have a

lies with the political and business

bank account,” she says.

leadership of individual countries to

To combat these challenges,

create change and policies to

Dr. Emuwa sees the African Union

balance the workforce,” comments

playing a vital role in achieving

Dr. Emuwa.

gender parity. “The African Union,

With this in mind, to increase

the body of Africa’s 55 member

diversity within her own workforce,

states, has outlined Agenda 2063,

Dr. Emuwa details how Avandis

a mastermind for transforming the

Consulting is contributing to gender

continent with one of its key pillars

equality. “We are a female-founded

being gender diversity.” In addition

and female-led business. Important-

to the African Union, Dr. Emuwa

ly, we subscribe to the United

explains that a key driver in the

Nations Sustainable Development

future for the region will be the

Goals, in particular target 5.5

Africa Continental Free Trade

– driving equality in leadership – and

Agreement, which will make Africa

we offer a range of services to

the largest free trade zone in the

women entrepreneurs and CEOs.

world by number of countries.

Rather than decrying the lack of

MARCH 2020

31

women in top leadership roles,

women and motivate organisations

we believe in spotlighting the many

to diversify their workforce all the

women – not just public figures –

way through to the top.”

that are in leadership positions as

Dr. Emuwa believes that the best

founders, CEOs, heads of impact

strategy to achieve a diverse culture

driven organisations and creating

is through education and inclusion.

pathways to access the top leader-

“We often look at diversity, but

ship positions through networks and

overlook inclusion,” notes Dr.

leadership development. Women are

Emuwa. “The workplace is changing

making change and they need to be

rapidly. Right now, we are struggling

able to share their stories in order to

to correct a system that has its roots

be role models that inspire other

in the industrial age. We need to a f r ic a . b u s in e s s c hie f. c o m

LEADERSHIP

“ The African Union’s Agenda 2063 is a mastermind for transforming the continent with one of its key pillars being gender diversity” — Dr. Anino Emuwa, Founder, Avandis Consulting

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MARCH 2020

focus on creating more diverse and inclusive environments for the future of work. That means involving women in new technologies of AI, blockchain and fintech, as well as in innovation and entrepreneurship. As new companies are being created, we need to create more conducive environments for women, and for men. It’s time for the obvious lapses to be addressed.” Agreeing with Dr. Emuwa, Haasen believes that “Blockchain has the potential to improve financial inclusion in Africa, allowing both urban and rural users to pay remotely for a variety of services, from healthcare to utilities, using smartphones. In the future, blockchain could allow secure sharing and verification of everything from educational qualifications to medical records, opening up investment, insurance and employment opportunities for millions of people currently living off the banking grid.”

a f r ic a . b u s in e s s c hie f. c o m

33

TECHNOLOGY

34

MARCH 2020

Cleansing the complex Cleansing CRM data doesn’t have to be an overwhelming task - it can be an easy, manageable and efficient process, as Oleg Rogynskyy, CEO of People.ai explains WRITTEN BY

OLEG ROGYNSK Y Y 35

a f r ic a . b u s in e s s c hie f. c o m

TECHNOLOGY

T

he origin of Customer Relationship Management (CRM) can be traced back to the 1990s, when companies such as Siebel helped gradually drive the evolu-

tion of contact management software towards CRM systems. Previously, CRMs were built on hierarchical databases, but these have since been wiped out by SQL (Structured Query Language) CRMs. Since then, the likes of Salesforce have moved SQL CRM into the cloud, but the problems that inhibited the platforms 20

years ago, such as inaccurate, incomplete and 36

untrustworthy data, still exist today.

This is a problem that limits the true potential of CRM software. The technology was built for static data while today’s business data is, in fact, very dynamic. Information is constantly developing and so can quickly become outdated. The current use of CRM is like using flipbooks to try to watch a movie: the method has become obsolete and overtaken by newer, more efficient forms of technology.

The main issue is that modern CRM platforms, despite their sophistication, focus primarily on processing and consuming data instead of collecting and keeping it accurate. According to Ben Horowitz, we have witnessed the demise of systems of record from the rise of AI. CRMs were built in the point-in-time sales world, meaning that they were built in the days of one-time sales, where MARCH 2020

“Today’s business data is, in fact, very dynamic” Oleg Rogynskyy, CEO and Founder, People.ai

37

activity data and the dynamic nature of contacts didn’t matter. Since then the world has transitioned into a continuous sales world, leading companies like Zuora and Gainsight to try to fix the point-in-time nature of CRM and successfully address data inaccuracy and duplication.

SPECIALISED TOOLS A ‘CRM Scan’ can quickly identify data quality metrics and incorporate them into an overall metric called the a f r ic a . b u s in e s s c hie f. c o m

TECHNOLOGY

“ We have witnessed the demise of systems of record from the rise of AI” Oleg Rogynskyy, CEO and Founder, People.ai

38

‘CRM Health Score’, revealing where

1. Is the activity data complete?

efforts need to be focused. This

2. Is there a single representation of

assessment sheds light on CRM fitness and, when combined with a strong understanding of how sales and marketing teams are using the

the activity data?

3. Does the activity data correctly represent the real world?

Although it is possible to create the

activity data, elevates confidence in

metrics internally, this would take sev-

prioritising efforts to improve the

eral weeks. Not only does this dis-

CRM system.

courage teams who are investing

Within this process, it is para-

significant time in this work, but it also

mount to focus on three primary

paralyses them as they often don’t

dimensions of CRM data quality to

know where to start or whether their

establish the baseline:

efforts are making a difference.

MARCH 2020

How Cogniance Enables Their Sales Team CLICK TO WATCH

|

2:18

39

IMPORTANT FIRST STEPS

1. DEFINE DUPLICATES

Identifying data duplication is another

The first step is to define what is con-

hurdle that can undermine productiv-

sidered a duplicate. For instance, in

ity. Duplication is typically due to a

contacts and leads this can be email

lack of standard and unique identifiers

address matches, identical name

for companies and the people that

matches and account associations.

work for them. Despite the use of domain and email addresses, these

2. S ET UP PREVENTATIVE DEDUPE RULES IN THE CRM

are often not unique, as the names of

Businesses should then use fea-

companies and people can change or

tures established by Salesforce to

have variations. To tackle duplicates,

block and prevent the creation of

businesses need to:

duplicate records.

common proxies, including web

a f r ic a . b u s in e s s c hie f. c o m

TECHNOLOGY

3. I DENTIFY AND CLEAN EXISTING DATA DUPLICATES The ‘CRM Scan’ can be used to identify duplicates and clean them up.

This requires some planning based on the CRM system in use. There are specialised tools that make this process easier, but in some cases it can be a good step to reinforce the process by taking it offline to use spreadsheet analysis.

40

4. IMPLEMENT ONGOING MONITORING FOR NEW DUPLICATES Once data duplicates have been identified and cleaned, it is important to set up preventative de-duplication rules in the CRM platform to monitor and repair duplicates.

QUICK, VISIBLE RESULTS Specialised scan tools, custom reports and dashboards are used to identify, clean and enrich data. This focuses on finding invalid data, such as digits or special characters in contact names, email addresses, web domains and incomplete mailing addresses. This can be done by combining spreadsheets and simple MARCH 2020

“Organisations need to set targets that are tied to business priorities�

Oleg Rogynskyy, CEO and Founder, People.ai scripts to build update files for a CRM loader, as well as using a database built for this purpose.

The timescale of this process varies depending on data quantities, the number of duplicates and the amount of data that needs cleansing. With the right tools, reliable measurement and ongoing commitment, results can be visible almost immediately.

In order to achieve this, organisations need to set targets that are tied to business priorities. This will enable businesses to communicate results, rebuild trust in the data and celebrate milestones to keep the momentum going. Benefiting from CRM data doesn’t have to be overwhelming, impossible or disheartening. It can be relatively easy, straightforward and more than satisfying.

a f r ic a . b u s in e s s c hie f. c o m

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S U P P LY C H A I N

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ADOPTING BIG DATA AND ANALYTICS TECHNOLOGYIN SUPPLY CHAINS Business Chief speaks with supply chain experts to discuss the benefits and challenges of adopting Big Data and analytics in supply chains

WRITTEN BY

MARCH 2020

GEORGIA WIL SON

43

a f r ic a . b u s in e s s c hie f. c o m

S U P P LY C H A I N

“P

eople talk a lot about data being ‘the new oil’, and cognitive supply chains are indeed making a huge

impact, allowing businesses to use Big Data

to drive themselves onto the next level. Using artificial intelligence and machine learning to process data makes it increasingly realistic for systems to make smart decisions without the need for human intervention,” says Fred Baumann, GVP for Industry Strategy at Blue Yonder. “When businesses are able to identify disruptions and act with immediacy and decisiveness, the effect will be transformational.

44

Alongside the short-term problem solving, cognitive supply chains provide longer-term learned recommendations to enable businesses to stay ahead of the curve.”

Agreeing with Baumann, Grant Millard, Director and Technology Services Specialist at Vendigital, explains that traditional data analysis methods are outdated and inefficient.

“More often than not, companies are operating in a data vacuum. Analysis is based on static data sets which are created, and then recreated, from the ground up. Companies are continuously manipulating the data to get the insight they are after and then repeat this process every time insights are required.

This is not only inefficient, but costly, and the result is reliance on systems that fail to deliver MARCH 2020

45

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S U P P LY C H A I N

“ Government and regulators have a role to play to ensure that legislation is clear, to guide companies on the correct usage of this technology” — Raj Bawa, Operations Director, JBi Digital 46

clear and credible data-based insights.

This is where Big Data and analytics can help so that the user is no longer required to analyse data. Rather, the

COO at Oliver Wight EAME adds that

THE CHALLENGES OF ADOPTING BIG DATA AND ANALYTICS WITHIN SUPPLY CHAINS

“it is a proven benefit that advanced

“The world is becoming more complex

analytics for the supply chain indus-

as more business and consumer inter-

try increases yield, whether through

action channels migrate into the digital

improved production or reduction of

space. This complexity is evident in the

waste. Advanced analytics can play

amount of data these interactions

a vital role in identifying issues that can

create across an increasing number

impact yield, as well as help to reduce

of channels,” says Jonathan Clarke,

operating costs, manage inventory

Manager, Statistical Modelling at

and create a more personalised cus-

LexisNexis Risk Solutions. As a result,

tomer experience.”

when it comes to Big Data and analytics,

system is telling them what action they need to be taking.” Kirsty Braines,

MARCH 2020

47

there are a number of challenges that

implemented. If organisations don’t

companies can face including data

align technology with their business

manipulation, adherence to GDPR,

plans, they risk making a very expensive

credible data, talent and digital maturity.

mistake in terms of time and money.

“Technologies such as AI, Industry 4.0,

This applies to data too. Unless organi-

blockchain, Big Data and analytics are

sations dedicate time beforehand to

game changers for businesses, how-

understand what information they want,

ever it’s all advanced technology and

what purpose it’s going to serve and

the clue is very much in the name.

how they’re going to manage it, analyt-

A huge proportion of companies haven’t

ics becomes an exercise in futility,”

reached the maturity to completely han-

comments Braines.

dle data, with the technology not fully understood, let alone successfully

“Additionally, there is little point in importing this technology into the a f r ic a . b u s in e s s c hie f. c o m

S U P P LY C H A I N

business if the data that exists is not

management, they need to understand

credible, as this could lead to incor-

that there is no one-size-fits-all. If these

rect predictions,” adds Millard. “It is also

factors are not fully considered at the

important that business leaders import

outset, any investment could deliver

the right expertise. Sometimes, they fail

negligible value.”

to do this and either get a data scientist

48

Contemplating the future of Big Data

who doesn’t understand the business

and analytics within supply chains,

context or an industry expert who knows

Baumann speaks of the potential of

nothing about data science. Getting Big

the technology, stating that “the use

Data and analytics to deliver value is a

of Big Data and analytics in supply

multi-disciplinary activity.” Ultimately,

chains is rapidly increasing, with it

Millard stresses that “for organisations

being possible to achieve a near-auton-

considering investment in Big Data and

omous supply chain

analytics to improve their supply chain

in the

MARCH 2020

Big Data Supply Chain CLICK TO WATCH

|

2:47

49

“ When businesses are able to identify disruptions and act with immediacy and decisiveness, the effect will be transformational” — Fred Baumann, GVP for Industry Strategy, JDA Software

a f r ic a . b u s in e s s c hie f. c o m

S U P P LY C H A I N

“ Technologies such as AI, Industry 4.0, blockchain, Big Data and analytics are game changers for businesses” — Kirsty Braines, COO, Oliver Wight EAME 50

future. However, for this to happen, businesses need to get to a point where they feel confident and can trust that technology can identify disruption and subsequently take action. Once this has been achieved, the effects will be incredible: just imagine the possibilities that will be provided by a self-learning, self-healing supply chain that is able to predict challenges and transform them into opportunities for growth.” Agreeing with Baumann, Peter Ruffley, CEO of Zizo, sees emerging technologies, such as the internet of things (IoT) and AI, having the ability to generate greater efficiency within the supply chains of the future. “Edge computing is also going MARCH 2020

to provide a much easier way for businesses to quantify and understand what they are investing in when looking at collecting data, processing it and moving it. It provides the opportunity to have greater agility and real time analytics.”

Clarke does however comment that, in order to speed up the adoption of these technologies, “government and regulators have a role to play to ensure that legislation is clear, to guide companies on the correct usage of this technology. The significant benefits offered by the increased use of Big Data and analytics has to be balanced with the lawful, compliant use of data.”

Raj Bawa Operations Director at JBi Digital adds that, “while the culture has improved significantly in this area,” he too believes that the need for impactful enforcement or policing of big companies is urgently needed to truly reap the benefits of the technology.

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51

S U S TA I N A B I L I T Y

52

Nine ways your business can better consider the environment Wilf Robinson, owner and co-founder of Certified Sustainable, offers his top nine tips on how businesses can be more mindful of the environment WRITTEN BY

WILF ROBINSON

FEBRUARY 2020

53

a f r ic a . b u s in e s s c hie f. c o m

S U S TA I N A B I L I T Y

A

new international study conducted

by Unilever has revealed that a third of consumers now favour brands

which they feel are doing social or environmental ‘good’. Unsurprisingly, this trend is becoming poignant in the world of business

too. Investing in companies with a vibrant green thumb has become an evident priority for potential clients, making this an important consideration for all businesses.

However, despite the many benefits which 54

follow businesses who decide to ‘go green’, CitySprint has revealed that whilst 90% of SMEs thought sustainability is an important aspect of conducting business, over half of these businesses are failing to invest in any sustainability goals. It seems there is an equal number of businesses that pride themselves on fulfilling a greener agenda, for example by selecting suppliers and contractors who are known for sustainable conduct (31%), and businesses who dismiss green-oriented goals altogether. Essentially, the world of sustainability is at a loss; businesses are overpromising and underdelivering.

As influential companies continue to demonstrate an ‘all or nothing approach’, MARCH 2020

55

a f r ic a . b u s in e s s c hie f. c o m

S U S TA I N A B I L I T Y

changes must be made. Meanwhile, it has been concluded that SMEs don’t feel confident enough to pursue greener agendas; they simply don’t understand how their businesses can become more sustainable. As it’s been found that 51% of businesses lack critical information regarding how efficient methods can be developed and maintained, this failure becomes more understandable.

To help you better understand how your business can successfully con56

sider the environment, encouraging others to follow suit, here are nine ways that companies can better consider the environment.

like to become more sustainable, for example by saving water or reducing

1. SET A MISSION STATEMENT

waste and incorporate your revised

If you want to determine whether a

values, creating a short, concise mis-

company is excelling sustainably,

sion statement which reflects your

then the first thing to check is its

green priorities.

mission statement. As a compilation of guiding principles, mission state-

2. BE MINDFUL OF YOUR ENERGY USAGE

ments encompass the organisation’s

There are many ways by which you

values and goals.

can become more energy efficient,

Any company hoping to improve its

having a positive impact on the

sustainability efforts ought to incor-

environment in turn. For example,

porate this into its mission statement.

you can use alternative energy

Discuss with your team how you’d

resources; solar and wind power

MARCH 2020

“Certifications can support your sustainable image exponentially� — Wilf Robinson Co-Founder, Certified Sustainable 57

E XE CU T I VE PRO FI LE

Wilf Robinson Wilf Robinson is the co-founder of Certified Sustainable.

Providing accreditations to businesses in the sector which have made a clear and demonstrable commitment to best-practice sustainability and waste management, Wilf helps businesses to become more sustainable. He is passionate about the environment and the impact that unsustainable waste-streams are having on our planet. Many large corporations do not inform customers of how they dispose of their waste, which is something that needs to change. As a father, Wilf realised the importance of protecting the environment for future generations to enjoy and has taken a lead to revolutionise the waste management industry.

a f r ic a . b u s in e s s c hie f. c o m

S U S TA I N A B I L I T Y

58

are just two examples of the many

3. GET CERTIFIED

sustainable options which provide a

Becoming more sustainable as a

greener alternative.

company is an admirable goal and it’s

Consider also replacing old appli-

equally important that you showcase

ances with more energy efficient

your achievements. Being seen as

ones. Cost-cutting rarely benefits

a sustainable business means you

the environment, contributing to

need to highlight this in your brand-

unnecessary energy wastage which

ing, PR and marketing strategies.

certainly doesn’t portray your com-

Certifications can support your sus-

pany in a favourable light. By investing

tainable image exponentially. These

in energy-efficient alternatives, you’ll

accreditations demonstrate that

create a sustainable working environ-

your achievements are recognised

ment that’s long-lasting.

externally, as your processes are quality-approved by experts.

MARCH 2020

59

For example, the ‘Certified Sustainable’ accreditation provides a clear and visible means for UK manufacturers to showcase the company’s commitment to best-practice waste management and sustainability. Started by a team of independent waste management experts, the certification encourages manufacturers to operate in a truly sustainable manner. By becoming ‘Certified Sustainable’, these businesses better communicate the sustainability efforts, sharing achievements with clients, partners and employees alike.

“ Going paperless is an environmental saviour, whilst it’s also been said to enhance productivity” — Wilf Robinson Co-Founder, Certified Sustainable

a f r ic a . b u s in e s s c hie f. c o m

S U S TA I N A B I L I T Y

4. GO PAPERLESS Going paperless is an environmental saviour, whilst it’s also been said to enhance productivity. Findings suggest that employees spend one-third of their time looking for paper documents, an indisputable waste of their skill sets. Adopting a paperless strategy means that important information can’t be lost or misplaced easily, whilst allowing your employees to use their valued time more efficiently. Meanwhile, your 60

business will proactively protect our trees, a commitment to be proud of.

5. INVEST IN SUSTAINABLE PROJECTS Companies that consider important causes are certainly favourable among consumers and clients. This purposeful image demonstrates your ability to support the wider world. As a consequence, you could consider investing in sustainable projects; for example, by supporting charities which proactively work to create a more sustainable planet, you’ll be seen as a ‘greener’ company, with the environment at the top of your priority list.

MARCH 2020

“ Use your platform as a successful business professional to champion a local cause” — Wilf Robinson Co-Founder, Certified Sustainable

6. ASSIGN A SUSTAINABILITY ADVOCATE Creating sustainable plans might be simple, but their maintenance requires commitment and monitoring. I recommend having a sustainability leader who can act as an advocate for your company’s sustainability practices.

The individual will work to bring your goals to fruition, communicating these with the rest of your team.

7. BECOME AN ENVIRONMENTAL CHAMPION IN YOUR LOCAL AREA Where possible, use your platform as a successful business professional to champion a local cause, contributing to a project which makes a difference close to home. This will encourage fellow members of your team to embrace a more sustainable and supportive lifestyle themselves, using their expertise for good. In turn, your company will consist of passionate employees who aim to live sustainably both professionally and personally.

8. CONSERVE WATER There are numerous ways by which your business can conserve water.

Start with a water audit; many compaa f r ic a . b u s in e s s c hie f. c o m

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S U S TA I N A B I L I T Y

62

MARCH 2020

nies underestimate how much water they’re using, however audits can help to uncover any leaks and unnecessary wastage. Once you know where your water’s being used, you can better educate your team. Encouraging them to become more water-aware will help to reduce the environmental impact your business is having, making gradual steps towards a more efficient and sustainable workplace.

9. BE WISE WITH YOUR WASTE Every business will produce waste, regardless of how many changes you implement. It would be extremely difficult to avoid waste entirely. However, there are sustainable uses for your waste, putting your by-products to the best possible use. For example, you can reduce packaging, eliminate plastic water bottles, or contribute to local food banks. Above all else, ‘recycle and reuse’ should be values which lie at the core of your business.

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63

CITY FOCUS | LUANDA

LUAN City Focus

64

MARCH 2020

Business Chief explores Luanda, Angola, a city with an eventful past and an economy strongly based on industry and manufacturing; we also give an insight into three exciting, homegrown companies

NDA WRITTEN BY

WILL GIRLING

a f r ic a . b u s in e s s c hie f. c o m

65

CITY FOCUS | LUANDA

F

ounded in 1576 by Portuguese explorers, the city of Luanda is

Angola’s capital and primary eco-

nomic hub. Achieving liberation in 1975

after the Angolan War of Independence, but retaining Portuguese as Angola’s official language, Luanda has grown to cover an area of 871 square miles. While it is roughly 1.5 times the size of Greater London, the city is 25% less dense with a population of 2,783,000. Those living in Luanda experience a temperate and 66

consistent climate that rarely falls below or rises above 25.8°C. The music genres ‘kuduro’ and ‘kizomba’ were both created in the city during the 80s and have become staple favourites in Lisbon and other Portuguese-speaking cities. Renowned for sophistication, economic development and a superb restaurant scene, Luanda has been dubbed the ‘Paris of Africa’.

ECONOMY Although it is often ranked as one of the most expensive places to live for expats (one half-litre tub of supermarket ice-cream can cost as much as US$31), Luanda still possesses a strong industrial sector, with particular emphasis on beer, car parts and MARCH 2020

67

“ With the surrounding geography forming a natural harbour, the Port of Luanda is the biggest in Angola and one of the busiest in Africa�

a f r ic a . b u s in e s s c hie f. c o m

CITY FOCUS | LUANDA

“ The music genres ‘kuduro’ and ‘kizomba’ were both created in the city during the 80s”

building materials. Agriculture, particularly with coffee, sugar and cotton, contributes significantly to the city’s GDP, as well as the manufacture of cigarettes and clothes. Also strong is the city’s oil industry, where crude is found in offshore deposits and then processed in the city itself. With the surrounding geography forming a natural harbour, the Port of Luanda is the biggest in Angola and one of the busiest in Africa. Many sectors of Luanda’s economy are likely to

68

receive a boost from the logistical advantages offered by a planned

MARCH 2020

Bruno m Éh ewé CLICK TO WATCH

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4:38

69

$3bn rail network, due to start con-

Selection awarded the company with

struction in 2020. There are also road

a gold medal – the second-highest

repairs scheduled across the city and

honour available. The distinction,

a new highway linking towns and cit-

which is equivalent to receiving a

ies within the province.

Michelin star in the beverage industry, is a testament to the 100% Angolan

TOP THREE COMPANIES TO WATCH

brand. The company began exporting to China in 2018, where it is cur-

• LUANDINA

rently facing strong competition from

Founded in 2016 and privately owned

Angola’s favourite beer brand: Cuca.

by Sodiba, Luandina has gone

State-owned since 1976, Cuca has

on to find international fame and

the prestige and legacy of 70+ years

appreciation by consumers. In 2019,

in the industry. However, with its star

Brussels-based organisation Monde

clearly in the ascendancy, Luandina a f r ic a . b u s in e s s c hie f. c o m

CITY FOCUS | LUANDA

looks set on capturing the flourishing

operational premises of other oil

beer market in the city that gives the

companies that had left the country,

company its name.

including Texaco and Shell. Gaining the experience and industry knowl-

• SONANGOL GROUP

edge of these companies’ former

One of the key players in the

employees, Sonangol also started

Angolan oil and gas industry,

a scholarship fund with ENI to train

Sonangol Group was established

more skilled workers in daily opera-

in 1976 following the attainment of

tions. Still exploring ways to develop

independence by Angola. Formed

and expand across Angola, particu-

with a view to giving the newly liber-

larly as the country suffered from oil

ated country’s economy a major

shortages during 2019, the company

industry, the company acquired the

is currently exploring tenders for the

70

MARCH 2020

construction of the Cabinda refinery project.

• SECIL MARITIMA Flagship transport and logistics company Secil Maritima has experienced mixed fortunes since it was founded in 1963. Originally restricted to transporting cement, the company was able to expand

“ Business events occurring in Luanda reflect the city’s strengths and leading industries currently operating in Angola”

its fleet and capabilities during the 60s and 70s. Experiencing a decline in its activity during the 90s, Secil 71

a f r ic a . b u s in e s s c hie f. c o m

CITY FOCUS | LUANDA

$124.2bn Angola’s GDP in US dollars

2.5bn

Population of Luanda

72

1576

Year Founded

CI T Y FACT S

Roughly 1.5 times the size of Greater London, but with a population 25% less dense; produces 1.8 million barrels of oil per day

MARCH 2020

NOTABLE EVENTS Business events occurring in Luanda reflect the city’s strengths and leading industries currently operating in Angola. One such event is Angola Oil & Gas 2020, which has received endorsements from the Ministry of Mineral Resources and Petroleum, as well as the African Energy Chamber.

Producing 1.8 million barrels daily, Angola is second only to Nigeria in terms of capacity. Conceived as an elite event for premier companies, the President of Angola, H.E. João Manuel Gonçalves Lourenço, believes that it will provide an opportunity to Maritima managed to regain traction

display the country’s superior stand-

in the market during the 2000s fol-

ards. Speaking about the 2019 event,

lowing a strategic restructure. This

H.E. Lourenço said, “In Angola, we are

culminated with the company sign-

applying the best international prac-

ing a deal with MSC (Mediterranean

tices in a fundamental sector for the

Shipping Company) in 2013 for a joint

economy.” Receiving sponsorships

venture using Secil’s equipment and

from ExxonMobil, Total, Chevron and

brand. Although the company’s trials

ENI, among others, the event is clearly

haven’t quite finished, it is deter-

well regarded by the industry giants

mined to make a solid success of

leading the sector worldwide.

the brand and has recently ordered almost 600 new containers and 910 vehicles to handle predicted rises in cargo volume. a f r ic a . b u s in e s s c hie f. c o m

73

T O P 10

74

Wealthiest sports franchises in Africa Business Chief takes a closer look at Africa’s top 10 wealthiest sports franchises WRITTEN BY

MARCH 2020

GEORGIA WILSON

75

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T O P 10

HQ

DEMOCRATIC REPUBLIC OF THE CONGO

Stadiums STADE TP MAZEMBE

1939 ESTABLISHED

76

10

Tout Puissant Mazembe Mihayo Kazembe

Established in 1939 by Benedictine missionaries, the club has a current market value of US$8.5mn. Tout Puissant Mazembe began its journey as Elisabetville, becoming Tout Puissant Mazembe (TP Mazembe) in the 1960s. In 2012, the club opened its own stadium – Stade TP Mazembe – for home games. Over the years the club has won multiple titles including: Congo Super Cup (three times), National Championship - Division 1 (17 times), National Cup (five times), African Cup of Champion Clubs (twice), Cup Winners Cup (once), CAF Champions League - C1 (three times), CAF Confederation Cup - C2 (twice) and CAF Super Cup (three times). In addition, the club has played in the FIFA Club World Cup twice, finishing sixth in 2015.

MARCH 2020

HQ MOROCCO

Stadiums MOHAMMED V ATHLETIC COMPLEX

1949 ESTABLISHED

09

77

Raja Casablanca Jamal Sellami

Established in 1949, the Moroccan team has a current market value of US$8.9mn. Nicknamed the Green Eagles, Raja Casablanca has played its home games at Mohammed V Athletic Complex since its opening in 1956. The club has won multiple leagues and cups including: Afro-Asian Club Championship (once), the Moroccan League (11 times), the Moroccan Throne Cup (eight times), CAF Championship League (three times), CAF Confederation Cup (once), CAP Super Cup (twice), CAF Cup (once), the Arab Champions League (once) and the North African Club Cup (once). In 2013 the club – although it did not win – reached the FIFA Club World Cup final.

a f r ic a . b u s in e s s c hie f. c o m

With the travel & hospitality industry being redefined, Hexaware aims to create a visually pleasing and personalized experience to help our clients achieve “customer centricity�, making dream destinations a reality!

Learn More E-mail: marketing@hexaware.com Website: hexaware.com

HQ ALGERIA

Stadiums STADE 8 MAI 1945

1958 ESTABLISHED

79

08

Entente Sportive Sétifienne

Rachid Taoussi & Abdelhak Benchikha

Established in 1958, the Algerian football club has a current market value of US$10.6mn and has had 19 presidents to date – the first being Ibrahim Dokomi. The club's home stadium Stade 8 Mai 1945 was built in 1945 and has a capacity of 25,000.

The club has won several league and cup titles, such as: Algerian Ligue Professionnelle 1 ( seven times), CAF Champions league (twice), Algerian Cup (eight times) and the Afro-Asia Cup (once).

The club's full name is Entente sportive sétifienne, but is often shortened to ES Sétif or ESS.

a f r ic a . b u s in e s s c hie f. c o m

T O P 10

HQ ALGERIA

Stadiums OMAR HAMADI STADIUM, STADE DU 5 JUILLET

1937 ESTABLISHED

80

07

USM Alger Billel Dziri

Established in 1937, the Algerian football team has a current market value of US$10.6mn. USM Alger has won multiple leagues and cups including: Algerian Ligue Professionnelle 1 ( eight times), CAF Confederation Cup, Algerian Cup (eight times), Algerian Super Cup (twice) and the Arab Club Championship (Once).

The club currently owns its home stadium Omar Hamadi Stadium, which was built in 1935. It also plays at Stade du 5 Juillet for its important international games.

MARCH 2020

HQ EGYPT

Stadiums CAIRO INTERNATIONAL STADIUM, PETRO SPORT STADIUM

1911 ESTABLISHED

81

06

Zamalek SC

Milutin Sredojević

Established by a Egyptian lawyer – George Marzbach in 1911 – the club currently has a market value of US$11.3mn, with Mortada Mansour as its president. In 1922, Zamalek SC won its first Egyptian Cup Championship - the first to be held in Egypt. 38 years later, the team went on to win its first league championship in 1960.

Following its victory in 1960, Zamalek SC went on to win 21 league and cup titles. Its most recent win was the 2014 Egypt Cup.

a f r ic a . b u s in e s s c hie f. c o m

The kitchen revolution

As operators add more digital channels to their restaurants, it creates new complexity and challenges.

Restaurants have been used to controlling the transaction flow. Now, with the rise of delivery marketplaces, mobile applications and in-store selfservice, restaurants need to compete at a higher level and adapt to a digital-first ordering environment.

This means ensuring proper routing of orders into the kitchen, a focus on food quality and distribution at the right time and data/analytics to measure and improve the performance of the kitchen. Key trends impacting kitchen optimisation and production, include: • The rise of off-premise ordering & delivery To meet this growing consumer demand, restaurants need robust kitchen production systems to accommodate the flow of orders into the restaurant from multiple channels.

• Speed of service Consumers no longer have any patience for waiting in lines or waiting for food. They essentially want to “speak” directly to the kitchen.

• Growing dependency on kitchen data Real-Time production metrics are fast becoming a requirement. Operators need to be able to gauge order volume, production status, progress order times and manage staffing levels within their kitchen in real-time.

© 2019 NCR Corporation Patents Pending

Successful brands we work with are investing in kitchen optimisation and production technology to stay ahead of the curve. NCR Kitchen Operations solutions enable restaurants to plan and prepare for anticipated spikes in order volumes and manage the production of orders coming from all channels to improve the customer and staff experience.

Brands that are leveraging NCR Kitchen Operations and Digital Signage are also improving the customer experience by providing guests with accurate quote times and order status notifications via text paging and in-app notifications.

Large quick-service chains using our technology have increased their speed of service by as much as 15% with improved visibility into order volume, production status, order times and staffing levels.

Over 30,000 restaurants around the world use NCR Kitchen Operations to manage their kitchen production. While not visible to consumers, kitchen optimisation and production technology reduce errors, reduce waste and have a tangible impact on the customer experience.

Find out more. Visit www.ncr.com/restaurants and see how our technology can help your business thrive.

HQ

SOUTH AFRICA

Stadiums LUCAS MASTERPIECES MORIPE STADIUM, LOFTUS VERSFELD STADIUM

1960 ESTABLISHED

83

05

Mamelodi Sundowns Pitso Mosimane

Established in the early 1960s, the Mamelodi Sundowns' current market value is US$11.4mn. The club was established by Frank “ABC” Motsepe, Roy Fischer, Ingle Singh and Bernard Hartze.

At the beginning of its sports journey the team was known as the Sundowns, it was not until 2004 when Patrice Motsepe increased his stakes in the team to 100%, that it became the Mamelodi Sundowns.

In 1967, the team joined the Federation of Professional Soccer League, reaching the finals of the Coca Cola Cup. By 2016, the Mamelodi Sundowns had won 16 league and Cup titles combined.

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T O P 10

HQ

SOUTH AFRICA

Stadiums MOSES MABHIDA STADIUM, FNB STADIUM

1970 ESTABLISHED

84

04

Kaizer Chiefs Ernst Middendorp

Established in 1970, the club has a current market value of US$11.6mn, and was formed by African football player Kaizer Motaung. When his debut team, the Orlando Pirates was struggling with internal disagreements, Motaung – despite his best efforts – could not resolve the disagreements and so he formed the Kaizer XI that played friendly games. Following its positive response, Motaung decided to set up his own professional club, transforming the friendly club into the Kaizer Chiefs FC in 1970. Kaizer Chiefs soon became a major player within the region, winning its first league title in 1974. The team went on to win eight more league titles during the 70s. In 1976, Motaung hung up his football boots to focus solely on guiding the Kaizer Chiefs.

HQ TUNISIA

Stadiums STADE OLYMPIQUE DE RADÈS

1920 ESTABLISHED

03

85

Club Africain Lassaad Dridi

Established in 1920, Club Africain has a current market value of US$13.5mn. 2020 marks the Tunisian football club’s, 100 year anniversary. The club holds multiple league titles in the MEA region that date from 1942 to 2018. Such titles include: Championnat de Tunisie de football (13), Coupe de Tunisie de football (13), Super Coupe de Tunisie de football (three), Coupe nord-africaine des clubs (two), Coupe arabe des vainqueurs de coupe (one), Ligue des champions arabes (one), Coupe du Maghreb des vainqueurs de coupe (one), Coupe du Maghreb des clubs champions (three), Coupe des clubs champions africains (one) and Coupe afro-asiatique des clubs (one).

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T O P 10

02

Espérance Sportive de Tunis Moïne Chaâbani

Established in 1919, Espérance Sportive de Tunis has a current market value of US$14mn and recently celebrated its 100 year anniversary. The team’s success can be dated back to its first domestic league title in 1942, however its most successful period has been the last 20 years where it won 14 league titles, including seven consecutively between 1998 and 2004. By 2011, the team had won two continental titles and appeared at the FIFA Club World Cup for the first time. Seven years after finishing sixth at the FIFA Club World Cup 2011, the team returned to the Club World Cup in 2018 finishing fifth and again in 2019.

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MARCH 2020

Espérance Sportive de Tunis CLICK TO WATCH

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2:01

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HQ TUNISIA

Stadiums STADE OLYMPIQUE DE RADÈS

1919 ESTABLISHED

a f r ic a . b u s in e s s c hie f. c o m

T O P 10

01

Al Ahly

René Weiler

Established in 1907, Al Ahly is a 113 year-old Egyptian football club. Al Ahly currently has a market value of US$21.2mn, and was given the title of

HQ

SOUTH AFRICA

‘African club of the century’ in 2000 by the Confederation of African Football.

As of 2019, the club has won a total of 137 official trophies including 113 domestic (Egyptian Premier

Stadiums MOSES MABHIDA STADIUM, FNB STADIUM

League, the Egyptian Cup and the Egyptian Super Cup), four regional and 20 continental (CAF Champions League, the defunct African Cup Win88

ners’ Cup and the CAF Super Cup).

MARCH 2020

1970 ESTABLISHED

89

a f r ic a . b u s in e s s c hie f. c o m

90

GOLDWAGEN: journeying towards digital transformation WRITTEN BY

WILLIAM SMITH

MARCH 2020

PRODUCED BY

JAMES BERRY

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a f r ic a . b u s in e s s c hie f. c o m

G O L DWAG E N

Shayne Turley, CIO of South Africa’s Goldwagen, details the digital transformation setting the company up to take advantage of ecommerce opportunities

G

oldwagen is a South African-based, globally-recognised automotive parts distributor and franchise group.

Supported by a state-of-the-art distribution warehouse located in Centurion, Goldwagen operates across Southern Africa through over 100 fran92

chised outlets, supplying cost-effective, high-quality automotive parts to the aftermarket spares industry.

Chief Information Officer (CIO) Shayne Turley has been with Goldwagen for more than half its history. During his 14 years with the company, he has witnessed its astonishing growth first-hand. “The IT department has completely transformed since the company was founded in 1992. From a very small team, there are now seven technicians manning the IT help desk and five developers designing and maintaining our internal systems,� says Turley.

Scaling the IT department has been critical as Goldwagen has grown from originally supplying quality aftermarket parts for only Volkswagen and Audi to offering parts for 17 different vehicle brands.

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a f r ic a . b u s in e s s c hie f. c o m

G O L DWAG E N

“ Because of our phenomenal growth, at the moment we are under extreme pressure to get the products out the door fast enough” — Shayne Turley, CIO, Goldwagen

“Another milestone is that most of the systems we currently have in place have been developed in-house, from the operating system all the way through to the point-of-sale (POS) system to stock management at stores.”

The deployment of these systems has been key in addressing several busi-

94

ness-critical issues. “Previously, different stores were using different versions of the mandated software. By centralising our systems and processes, we can now see what version of the software our franchisees are working on and automatically update it where necessary. By controlling which version of

MARCH 2020

Goldwagen CLICK TO WATCH

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0:57

95 the software is being used, we are also

The company has likewise started

able to quickly and easily identify and

looking into suitable cloud-based solu-

resolve any problems. We are further

tions, albeit cautiously given costly and

able to send out a fix to all our fran-

occasionally unstable internet access

chisees if necessary,” Turley explains.

in South Africa. It is, however, already

The ordering of parts by franchisees

reaping the benefits of the software

was one of the first components of the business to be digitised. “We’ve since

being trialed.

It is also in the early stages of

substantially expanded the digital foot-

a partnership to expand its data

print across our franchise network,

storage capabilities, since most

with stores now able to order and track

franchisee data is currently being

orders online. We’re also moving away

centralised, meaning that the amount

from paper-based invoicing, with store

of data being captured and handled

owners able to invoice online, as well as

has increased substantially. “We

track and download them if necessary.”

are working with suppliers to find a f r ic a . b u s in e s s c hie f. c o m

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a solution that can scale vertically

The project gained more momentum

as we grow. However, we will main-

given the recent entry of nontraditional

tain responsibility for the data,

competitors such as the likes of Amazon

which we know is secure because

into the automotive parts market.

it’s onsite.”

Goldwagen has reaped the rewards

The changes he has overseen has led Turley to reflect on the function of a CIO.

of this IT transformation at an opera-

“I definitely see the role of the CIO, or at

tional level, but it is looking at further

least my role, as evolving to be much

improving customer experience

more strategic. The CIO is responsible

through e-commerce. “We started

for understanding the organisational

about two years ago with the goal

vision and objective goals, deciding how

of being one of the leading compa-

to help achieve these at an IT level, and

nies operating in this space to have

then filtering this down to his or her

an e-commerce platform in South

teams and letting the teams deal with

Africa,” says Turley.

implementation, as opposed to trying

MARCH 2020

“ We’ve substantially expanded the digital footprint across our franchise network, with stores now able to order and track orders online” — Shayne Turley, CIO, Goldwagen

of trust is gained through ongoing edu-

to micromanage everything oneself.

cation and teams having the necessary

Of course, it does mean making busi-

expertise. “Standard business prac-

ness-critical decisions and meeting

tice theory is becoming less relevant,

with potential suppliers and such.”

and that’s where short courses are

Turley believes the increased level

97

E XE CU T I VE PRO FI LE

Shayne Turley Shayne Turley started his career in the ICT industry over 25 years ago as a technician installing POS systems and doing networking. He worked his way up the chain by continually upskilling, staying ahead of current trends and technologies and applying his aptitude for all things technical. Shayne has been at Goldwagen for over 14 years where he has helped the company implement innovative technological and business applications that catered for the company’s rapid growth.

Shayne’s success in the company cannot solely be attributed to himself but rather to the collective input and effort of his colleagues and peers in the CIO community and at Goldwagen. Shayne’s humble trustworthy nature and has allowed him to be approachable and build relationships of trust and dependability. a f r ic a . b u s in e s s c hie f. c o m

G O L DWAG E N

98

1992

Year founded

36,000+ high-quality parts available

1500+ Number of employees

MARCH 2020

becoming more important, particularly online learning. We encourage our people to continually learn about new technology, stay abreast of the latest trends and understand what we can apply within Goldwagen.”

As for the future, the next major project is to upgrade Goldwagen’s warehouse systems. “Our goal is to implement a more suitable warehouse management system so that we become even more efficient, thus ensuring continued excellent customer service. Because of our phenomenal growth, at the moment we are under extreme pressure to get the products out the door fast enough. That’s a great place to be in, but it means our systems have to be world-class to ensure we maintain our competitive edge and that our brand is synonymous with affordability, quality and world-class service.”

a f r ic a . b u s in e s s c hie f. c o m

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MARCH 2020

AFRISSANCE DIGITAL: EMBRACING DIGITAL TRANSFORMATION IN AFRICA

WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

JUSTIN BRAND

a f r ic a . b u s in e s s c hie f. c o m

101

A F R I S S A N C E D I G I TA L

Victor Taiwo, CEO of Afrissance Digital, discusses how the influence of technology is transforming operations at his company and beyond

O

ver the past decade, technology penetration in Africa has grown considerably.

Such is the speed of the development that

Africa skipped landlines and went straight to mobile technology. “There were very few households with landlines when I was growing up,” says Victor Taiwo, 102

CEO of Afrissance Digital. “However, with the jump to 3G, 4G and 5G in Africa, it means we’ve been able to implement more technology-based solutions. Mobile money has been introduced because the technology now exists via mobile apps. Hosting your data in the cloud wouldn’t have existed several years ago, but now we’re seeing companies in Africa embrace these new solutions. Firms such as Oracle are pushing for cloud and now offer predominantly cloud-based solutions.”

Having looked at the landscape in Africa and observing how businesses were implementing ERP solutions, Taiwo identified a gap in how the consulting industry addressed African business needs. “This led me to establish a consulting company, utilising indigenous people who are first and foremost steeped in the African culture MARCH 2020

103

a f r ic a . b u s in e s s c hie f. c o m

A F R I S S A N C E D I G I TA L

“ With the jump to 3G, 4G and 5G in Africa, it means we’ve been able to implement more technologybased solutions”

and ultimately take a different approach to addressing business needs,” explains Taiwo. “We were careful to make sure our leadership team comprises of executives who are experts in their respective areas to help guide us. It’s a key reason why we have leaders from both the consulting profession and from our industry on our Board of Directors.”

— Victor Taiwo, CEO, Afrissance Digital 104

As with any successful consulting company, meeting client demands is essential. To maintain that drive, Taiwo insists on a robust and continuous improvement strategy. “We’re a young company and uniquely placed to be pioneers of this new digital era,” says Taiwo. “By focusing on digital solutions for business, it allows us to dig deep into their operations in order to understand the best way to deliver the business solution. With our understanding of our clients’ business, we don’t only address the configuration of applications, we focus on the business transformation that the solutions facilitate. As we develop, we continue to learn more about how to drive the customer towards those value-adding solutions.”

MARCH 2020

The Future is Digital CLICK TO WATCH

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2:11

105 New technologies such as machine

drive insights using data from disparate

learning (ML) and automation have

systems.” With data considered a core

created greater efficiency for many

component to Afrissance’s strategy,

companies. ML is key in helping ERP

Taiwo affirms the customer always

solutions to better comprehend pat-

remains at the heart of decision-

terns and trends, helping businesses

making. “The most important thing to

find ways to generate more value out

us is understanding the customer. In

of their data. “For example, when you

the UK, you expect everyone to have

submit an expense, it knows how to put

a bank account and a mobile device

it in the right category based on previ-

to do internet banking, but this isn’t

ous patterns” he explains. “We capture

the case in Africa,” explains Taiwo.

a lot of data in the ERP space, previ-

“However, mobile money is growing

ously we only used data for financial

in Africa. Technology such as using a

and management reporting. Now, we

mobile number as a bank account to

have the tools to build analytics that

pay each other has empowered the a f r ic a . b u s in e s s c hie f. c o m

A F R I S S A N C E D I G I TA L

106

people of Africa to start using mobile

place. It’s important to start small and

money. Despite the lack of computer

understand that it’s a journey. We did

penetration, the simplicity of applica-

exactly that; we started with five gradu-

tions delivered to Africa are much more

ate trainees and have grown from there.

user-friendly than in Europe.”

It allowed us to focus our energies on

With long-term ambitions of becom-

our development and enabled them

ing Africa’s foremost indigenous

to become mentors and leaders. Now,

consulting organisation, Taiwo has his

they are passing on their knowledge to

sights aimed high. “In 2018, I said that

newer members of the team and you

our aim was to gain industry recognition

can see we are growing significantly.

for our innovative approach to solu-

We are on track with our plan.”

tion delivery,” says Taiwo. “To achieve

Afrissance centres operations

this plan, we must lay the foundations

around six corporate values. These are:

and put the right culture and ethics in

courage, context, character, culture,

MARCH 2020

consistency and competence. “These

we’re adding is commitment which we

values are very much central to what we

demonstrate daily through our invest-

are as an organisation and represents

ment in continuous training and by our

what our clients can expect from us in

recent investment in dedicated fully

every engagement and assignment that

equipped new office space in the heart

we undertake,” says Taiwo. “Another C

of the Lagos business district.”

Victor Taiwo

E XE CU T I VE PRO FI LE

Victor is the CEO at Afrissance Digital. He sets the vision and direction for Afrissance Digital and oversees all company strategy, business activities and operations. Victor spent several years at Oracle Corporation and as an independent consultant delivering solutions to numerous Fortune 500 and FT 100 clients. He subsequently spent several years helping a major manufacturing conglomerate, Alcoa, roll-out new information systems throughout their global operations, but specifically in Europe and Africa.

His tenacity has helped many companies address major operational and structural issues over the intervening years.

He holds an honours degree in Accounting and is an alumnus of the London Business School.

On founding Afrissance Digital, Victor observed, “We have an opportunity to leapfrog many of the IS issues of the last couple of decades and, as with mobile technology, help Africa reach the enterprise top table in the shortest time possible.” When not screaming at underperforming Arsenal players in the Emirates stadium, Victor devotes his spare time ferrying his two sons to and from their increasingly numerous extracurricular activities. a f r ic a . b u s in e s s c hie f. c o m

107

A F R I S S A N C E D I G I TA L

108

“ We’re a young company and uniquely placed” — Victor Taiwo, CEO, Afrissance Digital

MARCH 2020

Collaboration and partnership are key pillars of Taiwo’s strategy, with Afrissance forging a key strategic alliance with Lonestar Cell MTN. The company became Afrissance’s success story of 2019 and emboldened them to the challenges that lie ahead.

“We implemented a full NetSuite ERP and Point of Sale solution for Lonestar Cell MTN, in four months, with the bulk of the work conducted by our graduate consultants, who had at that time no more than 14 months experience. This is where we first met Titilope Fakuade, CIO, and Kingsley Konadu, former CFO, whose vision for Lonestar Cell MTN Liberia we were delighted to help realise.”

Looking to the future, Taiwo has a clear vision of what he expects the next few years at Afrissance to look like. “Everything we do is born in the cloud, and we’re pushing that agenda because we believe it’s the future. You don’t own all the apps on your mobile phone, you just use them. Some you pay for and some are free. That’s where I see the enterprise market moving in the next few years.” Some aspects of the current landscape a f r ic a . b u s in e s s c hie f. c o m

109

A F R I S S A N C E D I G I TA L

110

MARCH 2020

“The next two or three years are all about cloud” — Victor Taiwo, CEO, Afrissance Digital

111

in Africa are unfavourable towards

years are all about cloud penetration.

cloud-based solutions due to con-

It’s already started in the more devel-

cerns around data residency and data

oped economies of the world and, as

security, however, Taiwo sees the tide

the legislation continues to allow, we’re

of legislation in Africa beginning to

going to see more penetration in Africa.

soften and expects the implementation

It will also allow more linearity between

of cloud solutions to become more

Europe and Africa because it means

prominent in the region. “It means we

we’re all working off the same solution.”

can champion software as a service (SaaS),” explains Victor. “It also allows us to work more remotely because it’s in the cloud and everyone can access it at the same time. The next two or three a f r ic a . b u s in e s s c hie f. c o m

112

MTN Liberia: improving customer experience with technology WRITTEN BY

GEORGIA WILSON PRODUCED BY

JAMES BERRY

MARCH 2020

113

a f r ic a . b u s in e s s c hie f. c o m

MTN LIBERIA

Titilope Fakuade, CIO at MTN Liberia, discusses the company’s IT strategy and its use of new technologies to improve customer experience and connectivity

T

hroughout Titilope Fakuade’s 14-year career at MTN, she has worked her way through the ranks, starting as an

engineer. Today, she is the Chief Information 114

Officer at MTN Liberia. “I have always been a solution orientated and customer focused individual. I strive to implement positive development and lead people. It has been a wonderful experience to work with IT solutions, developing new technologies to deliver solutions for multiple customers,” says Fakuade. “MTN Liberia is very different. Our brand is powerful and connected with its customers because we truly value them.

I believe this is evident within the products we offer, how we engage with our customers and how we relate to them. Our vision is to lead the delivery of a bold new digital world to our customers. We believe everyone deserves the benefits of a connected modern life and we are committed to achieving this.”

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a f r ic a . b u s in e s s c hie f. c o m

MTN LIBERIA

“ As new trends and technology emerge each day, there is a need to protect our data and ensure that the business is secure” — Titilope Fakuade, CIO, MTN Liberia

Since joining MTN, Fakuade has seen the company develop and adopt new technologies as trends evolve, “in the past we have evolved with 2G, 3G and 4G, and now as a business we are moving beyond just voice and SMS to digital and financial services,” comments Fakuade. Current telecommunication trends that Fakuade is seeing shape the industry include: 5G, the internet of things (IoT), cloud computing, cyber security, artificial intelligence (AI), chatbots and data

116

analytics. “In addition to these new

MARCH 2020

MTN Prestige Launch CLICK TO WATCH

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4:08

117 technologies there is also an increased

its key goals is to become a fintech

need for agility and quality of service

and digital player. Therefore, we are

for a great customer experience,

evolving our technology and IT land-

which is driving the sense of urgency

scape to enable true innovations that

around automation in every aspect of

provide business value. In order to do

the business,” she says. “With automa-

this effectively we need to understand

tion, the industry will see improved

the business landscape and direc-

time-to-market, improved customer

tion.” As part of its IT strategy, Fakuade

experience and increased efficiency of

explains MTN Liberia makes use of

back office operations. Ultimately, as

innovative technology and the benefits

a result of all of these technologies we

it provides in order to achieve the

will be able to create truly personalised

company’s overall goal of improving

experiences for our customers.”

connectivity within the African region.

When it comes to MTN Liberia’s IT strategy, Fakuade notes that “one of

MTN launched a digital transformation strategy tagged OXYGEN aimed a f r ic a . b u s in e s s c hie f. c o m

MTN LIBERIA

“ It has been a wonderful experience to work within the IT and Telecoms industry, leveraging new technologies to deliver solutions for multiple customers while transforming business” — Titilope Fakuade, CIO, MTN Liberia

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119

E XE CU T I VE PRO FI LE

Titilope Fakuade Titilope is the first female CIO in the history of Lonestar Cell MTN and a true trailblazer. She is a seasoned CIO with a wealth of experience, spanning over 18 years in highly competitive markets, with 14 of those years spent as a member of the MTN family. She has a proven track record in IT leadership and has delivered numerous new and exciting value propositions to maintain market leadership. Titilope holds a Master’s in Business Administration and a Bachelor of Science degree in Physics. She’s a true hotshot technology leader, a proud wife and mother of two children. a f r ic a . b u s in e s s c hie f. c o m

MTN LIBERIA

120

MARCH 2020

at transforming our technology stack on the journey to becoming a digital operator. “Automating mundane or time-consuming processes can reduce costs, improve time-to-market and can provide real time data analytics and insights, something which we have experienced at MTN Libera.

We have also been using virtualisation technology to further help to reduce costs from a customer support perspective, as well as providing us with the ability to predict and preempt customer issues, which is where our use of data analytics comes in. The digital transformation journey has seen us adopting digital workplace to leverage unified communication and collaboration, workplace mobility and a paperless environment. MTN Liberia is striving to become a digital operator and provider of individual personalised experiences. To do this we need to be able to understand our customers and their behaviors to offer more innovative services that are tailored and specific to each customer’s needs.�

However, alongside innovation comes challenges. Fakuade highlights some of the key challenges a f r ic a . b u s in e s s c hie f. c o m

121

MTN LIBERIA

MTN has faced and resolved during the implementation of its IT strategy.

“Some of the challenges related to implementing new technologies include ensuring it is beneficial to business success with positive returns on investment , and that the innovation will be widely adopted.

With every new technology there is a change management process to ensure new technologies are adopted properly across the business and that they provide the most 122

value.” Fakuade also explains that cyber-security is something no one should overlook. “As new trends and

“ Some of the challenges related to implementing new technologies include ensuring it is beneficial to business success with positive returns on investment, and that the innovation will be widely adopted” — Titilope Fakuade, CIO, MTN Liberia MARCH 2020

technology emerge each day, there is a need to protect our data and ensure that the business is secure. These technologies enable us to transform the business, but it requires constant engagement to stay ahead and ensure the business and our customers’ data is secure.”

Reflecting on the company’s transformation so far, Fakuade acknowledges the important role partnerships play when it comes to evolution. “There’s a need for

2000

Year founded

$40.mn+ Revenue in US dollars

100

Number of employees

collaborative efforts when implement-

learning and Big Data within the busi-

ing an IT transformation strategy. In

ness, as well as the evolution of 5G.

engaging with partners from an early

Looking at the company as a whole,

stage we can open up new oppor-

Fakuade believes that MTN Liberia’s

tunities. Over the years we have

biggest strengths and successes to

partnered with Ericsson, Microsoft,

date are its customer’s affinity to the

Oracle, Huawei and Afrissance Digital

brand as well as its promotion and sup-

to define our innovation roadmaps and

port of African culture to drive growth

drive collaborative evolution of digital

within the region.

experiences for customers.” As the company continues to implement its IT strategy, Fakuade would love to see further adoption of AI, machine a f r ic a . b u s in e s s c hie f. c o m

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