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The above is an interesting quote and speaks to leadership qualities. Leadership is a loaded word, and while there is a generic definition, it is more complex. Everyone has the potential to be a leader, and we all have an idea of what leadership means to us personally.
Over the past few years there have been many changes, which threw many of us into a spin. Jobs were lost, agility became a prerequisite and innovation was a critical component for sustainability.
From a personal perspective, leadership does not denote a position of authority necessarily – you can be a leader in any position you are in. A big part of what leadership means to me is about being able to hold and steer the helm in turbulent waters. But it goes further than this – it encompasses innovation, seeing opportunities and being able to motivate your team, colleagues and peers to unlock their own leadership skills and potential.
The journey is different for every leader. It may sound cliché, but leaders are not people who have never made a mistake. I remember a CEO of a company once saying to me, “Try it out, but if you fail it’s okay – just remember to fail fast, take the lesson and move to the next project.” I think about this often – trying something new can be daunting and the fear of failure is even more so. However, if we fail to try we have in essence failed already.
I also recall vividly a female director once telling me about her journey where she said having a seat at the table is not enough – you have to have the confidence to speak up and put forth your ideas no matter how radical it may sound.
Leadership is not about being fearless, it is about having the courage to do something despite your fears and the challenges. It’s about looking at the bigger picture, being a visionary, being flexible and following through. There are different ways to achieve your goals, and that is something that leaders are intrinsically aware of.
Growth, innovation, entrepreneurship – and leadership – all require us to leave our comfort zones. And, while it has been a challenging few years, it is amazing to see that we do indeed have some amazing leaders in South Africa. If we look at some of the stories about SMMEs who have grown tremendously, or some leaders in the private sector who have successfully steered their ship in turbulent waters – we have immense talent in SA.
The future is bright for those of us who have the courage to unlock the opportunities we find!
Anyone can hold the helm when the sea is calm.
Publilius Syrus
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8 Cover Story: Probe IMT Group Teamwork makes the dream work
14 23 tips to run your business better
16 Profile: Discovery
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20 Q&A: Nemesis Accounting
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24 A lifeline for SA’s struggling small businesses
26 Why South Africa needs transformative CEOs
28 Profile: Youth Employment Service
Empowering businesses to create jobs for unemployed youth
32 Profile: Neil Markovitz
Embracing change and diversity is key for growth
34 10 top lessons from leading entrepreneurs
38 Profile: Bühler Group
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40 Demystifying strategic design – it’s not what you think it is
44 Profile: BDO Wealth Advisers
Succession planning: there is no template
46 Start small – dream big
48 It’s time to unlock your potential
50 Advertorial: AIMS International
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52 5 digital business trends to keep up with consumers in 2023
54 Profile: VEGA
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56 4 ways to overcome digital transformation challenges
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66 A net zero future is a collective responsibility
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70 SA Harvest's Ali Conn recognised among Africa's Top 100 Brightest Young Minds
Hitachi Construction Machinery supplies an extensive range of Hitachi products and associated life cycle support solutions throughout Africa and the world.
All Hitachi products are known for reliability, performance and cost efficiency in their specific applications and carry quality assurance to international standards. Built on the foundation of superb technological capabilities, Hitachi Construction Machinery is committed to providing leading-edge solutions and services to contribute as a reliable partner to the business of customers in Africa and globally.
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76 Profile: Trade & Investment KwaZulu-Natal KwaZulu-Natal is open for business
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80 Comfort: the addiction that kills success
82 How the bigger picture can obscure the small stuff
86 Profile: Kimberely Taylor
Kimberely Taylor highlighting leadership and ingenuity
88 Challenges and solutions: how to support women entrepreneurs in South Africa
90 The three purpose myths in business
92 Real business growth comes from consistency
94 Curbing ‘quiet quitting’
96 Showing up: tips for managing a successful work-fromhome hybrid career in 2023
98 Profile: Celeste Burger
Combining creativity and critical thinking optimises marketing investment
100 SA Profile Competition Winner: Reslocate Lucas Mohaswa making his mark!
102 SA Profile Competition Winner: Brand Analytics Brand Analytics focuses on assisting growth of SMEs
104 SA Profile Competition Winner: Zania.S Zania.S skincare range a winning formula
106 SA Profile Competition Winner: Freshmo Paul Masilo keeps it fresh
108 SA Profile Competition Winner: Oupa Ben Natasha Moleko: a young creative with business sense
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Probe Integrated Mining Technologies (IMT) Group is an innovative company with an array of products that significantly improve productivity and safety in the mining and construction sector. SA PROFILE spoke to Gert J Roselt, Probe IMT Group’s CEO, about the company’s work to improve traditional processes and equipment to make mining smarter and have mines run on cleaner energies.
rom starting as an apprentice for Kuruman Auto as an auto electrician, you have successfully climbed the ladder to becoming Probe IMT Group’s CEO. What were some of the key challenges you overcame?
After the passing of my dad in 2010, I was catapulted into managing the family business. I suddenly had to develop sales strategies, manage employees, expand the business, and sustain revenue. Probe IMT Group CEO
From the age of five, I had watched my dad work tirelessly from a small garage in Hotazel, and I knew then that I wanted to be an entrepreneur. One of my biggest challenges was not having had enough time to absorb the knowledge and wealth of information on management that my dad would have transferred to me.
Often, I would contemplate various scenarios and how my dad would have handled these scenarios, then I would analyse all aspects and estimate all the contingencies.
What have been the highlights of your journey?
We formed a 50/50 joint venture with Probe Corporation's Kimberley Branch in 2012. In December 2015, I rolled up my shares into Probe IMT. IMT Kuruman Auto is now fully integrated in Probe Mining Holdings and is also a division of the Probe Group.
A personal highlight of my career journey so far has been building strong long-term relationships with key people, whether they be internal to the business, employed within the group or clients – some as mentors and others whom I’ve had the privilege of leading. It is also rewarding and always a career highlight to see and be part of the personal and professional growth of others over the years.
What are some of the key factors driving your success?
I have built a dynamic team and network that unites our staff in support of the same vision, mission, and values of the organisation. We all share the same clarity and positive mental attitude. We maintain distinction and excellence in all operational and business processes, and listen to our customers, in this way becoming their partner of choice. As a team, we foster the mantra, “teamwork makes the dream work.”
You were the CEO of IMT Kuruman Auto (Pty) Ltd for two years. What are the key differences between managing one company as opposed to being the CEO of a group of companies?
My workload expanded and I no longer work from nine to five, but rather work continuously and base all my decisions of daily living with the key stakeholders in mind. My calendar is filled with attending board and shareholder meetings, strategy sessions, extensive travelling, and engaging various other constituencies.
The intensity of external demands and challenges have certainly increased. One becomes more open to public scrutiny, but I love what I do, and it isn’t a burden on my time. Of course, where I had to ensure that 20 people retain their jobs, I must now ensure that 300+ retain their jobs. I had to
learn new management tools and build new relationships, while reframing old ones.
Additionally, my influence shifted from direct to indirect means, articulating a clear and easily understood strategy to my business unit managers and institutionalising rigorous structures and processes to assist them achieve their goals remains a priority.
I do pride myself on the fact that I am accessible to all internal stakeholders, and I encourage an “open door” policy, as I firmly believe that transparent and open communication is the key to growing any business. I find it is important to guide and be guided by new ideas and suggestions from your team.
We promote a conducive environment by creating sustainable partnerships and building strategic relationships between Probe IMT and all its stakeholders, in this way enabling access and transformation of value chains.
We support the growth of small businesses and suppliers with either mentoring, non-financial or financial assistance or both. We promote economic growth by developing SMEs and focus mostly on the entrepreneurs themselves. While we are not obligated to procure from the SMEs we develop, I firmly believe that as a leader, I want to inspire people to achieve their dreams and enrich their surroundings.
We nurture a culture of continuous learning. Amongst many other traits, we employ “inquisitive and engaged employees” who have an open mindset, think dynamically, and rely on an independent search for knowledge. We welcome shared learning that focuses on not only the mission but the goals of our organisation.
It is not my strength per se, but the strength of the entire team that leads with me. One of our biggest strengths is that we see problems as challenges, and every challenge has a solution.
Bearing in mind that mines are always leveraging new technologies to enhance their productivity and safety, the Probe IMT brand is the most trusted and sought-after brand with the experience and expertise to truly future-proof operations. We are growing our market share in Southern Africa and continuing to expand through Africa, while securing a strong foothold across Europe and Canada.
As we multiply our solutions offering at our existing branches throughout Southern Africa, we do envisage significant expansion into new geographic regions for Probe IMT. We currently have offices in Namibia, Botswana, Zimbabwe,
Mozambique, and Zambia. As we expand on the continent, we are determined to establish local offices and work with our local partners.
We have a Value-Added Partner (VAP) agreement with Wabtec, which has opened avenues for Probe IMT to go into Europe right up to Finland. With that said, I am personally passionate and optimistic about the future of mining in South Africa and globally.
There is an obvious need to invest in the right skills and infrastructure, ensuring access to energy and focused on health and safety.
As resources become scarce or depleted, companies are forced to push new frontiers of exploration. Traditional mining is costly and to reach resources which remain, some mines are establishing off-grid locations and their lifecycle is decreasing, meaning it is no longer financially viable to build permanent power infrastructure to service the mine.
Mines must sustain their return on investment and evolve with the lifecycle, improving flexibility and efficiency.
We are working to improve traditional processes and equipment to make mining smarter and have mines run on cleaner energies. The right information translates into huge cost savings in a mine environment.
For example, a M3SH sensor within a mining environment picks up air quality, and decisions can be made to increase or reduce fan speed, thereby saving power and securing carbon tax rebates. Sensors monitor where people are and ensure the safety of the assets and that the lights are on only when needed.
These efficiencies are paramount at a time when environmental, social and governance (ESG) pressure on mines has never been greater. We are also focused on making world-class renewable energy and digital solutions accessible in Southern Africa, helping mining and industrial users to revolutionise their energy sources. This will enable Probe IMT to digitise the clients journey.
Over the years there has been a push towards driving more environmentally friendly mining practices. How does Probe IMT help enable this?
We are spearheading a shift to renewable and alternative energy with a suite of solutions and products that facilitate energy efficiency and carbon emission reduction. Our digital sensor-based solutions also enable environmental efficiencies, providing accurate real-time data that facilitates optimal operation of lighting and cooling systems, for example.
Essentially, we are making traditional equipment smarter with
technology. These days it is possible to have sensors on every type of asset in a mine, including people. Real-time monitoring effectively sets environmental performance goals and emission reduction targets and creates environmental monitoring reports to track progress.
Another major benefit is the improvement of disaster response and preparedness. We use live data to improve mining, and share this with our clients to improve their compliance, productivity and safety.
As an evolved mining organisation, focused on social, environmental, and economic sustainability guidance, Probe IMT partnered with the Mandela Mining Precinct on The RealTime Information Management Systems (RTIMS) research programme, to improve data sourcing, transmission, storage, dissemination, and procedures for mines.
How does Probe IMT’s positioning as a local all-round mining solutions provider enable effectiveness and efficiencies, and how does this impact budgetary costs for locally based mines?
We are local, we understand the market and mining environment – some of our operations are based on the mine, enabling 24/7 access to our skilled personnel.
We are a premium supplier of high-end products and deliver long term solutions that are sustainable, optimise uptime and reduce total cost of ownership for mines. Our mission is clear – limit downtime so mines can operate efficiently, without incurring losses.
Mining is energy-intensive, and energy is one of the major costs. Mining and indeed all these sectors have a great opportunity to drive value, improve productivity and mitigate risks through a shift to renewable energy and effective energy management.
At Probe IMT, renewable and alternative energy solutions, provided through Probe Group companies, present solid opportunities for our clients. These scalable solutions include new technology supercapacitors, containerised solutions, electrical vehicle conversions and more. As well as importing industry leading products solutions, we are innovating with locally engineered solutions.
As early adopters of technology, we continue to drive and enable digital transformation efforts in the industry, ensuring our clients have the tools and data to tackle future challenges. Advanced sensor-based solutions have become an essential part of solving energy, resource and environmental challenges, while enhancing productivity and safety.
Probe IMT remains ahead of the curve in best-of-breed collision awareness technology with the launch of Wabtec Generation 3 solutions. South African companies must be legally compliant and can make the leap to Level 9 – driving zero-harm and maximum productivity while complying with the new collision avoidance regulations.
We are closely operationally involved with our clients at every level and bring in solutions that ensure work is safer and more productive, from sensor-based monitoring solutions to tailored harnesses to market-leading industrial lights from Vision X.
What is your take on the feasibility of the electric vehicle space in South Africa; what is the role Probe IMT is taking to help drive the EV market locally?
I read a study recently that stipulated the mitigation impact of EVs in South Africa will start to increase from 2040 because of decarbonised power system and growth of electrified vehicles. While power supply constraints in South Africa are not conducive to rapid adoption of EVs, as charging would burden the energy system, our business is all about solving challenges.
We are excited about future growth prospects in various areas including diesel to electric conversion and electric forklifts. The need for advanced batteries and energy storage is surging globally, which also drives the need for mined metals and minerals used in the manufacturing of these products. There is extensive investment underway which provides a growth opportunity fully aligned with our growth strategy.
You describe yourself as an entrepreneur, businessman, investor, and philanthropist. What top five tips would you give to aspiring leaders to help grow from a career perspective?
1. Don’t be afraid to make a mistake but take accountability and ownership as this shows humility – “do what is right, not what is easy”.
2. Be proactive, always seek to learn. A CEO can never know it all.
3. Leadership is an action, set others up to succeed.
4. It is important to inspire, but equally important to be inspired.
5. A successful life includes being of service to others. Life offers us the privilege and opportunity to give back to those less fortunate than ourselves. If you can bring joy to just one person, imagine what you have achieved. ■
Being the most trusted, respected, and sought-after premium brand in the industry, Probe IMT is a leading integrated solutions provider from a productivity and safety perspective for the mining, construction, marine and industrial sectors in Southern Africa. Probe IMT specialises in automotive solutions, integrated mining technology solutions, industrial technology solutions, renewable energy solutions, sustainability, and excellence through integration.
www.imtmining.co.za
2022 was a tough year and the perfect storm for businesses. The difficult recovery from the Covid-19 pandemic, the fallout from the Ukraine war, disruption of global supply chains, sky rocketing energy costs, the local Eskom energy crisis, political instability and climbing inflation are just some of the things that have impacted negatively on local businesses and their clients.
These are likely to continue, believes Denzil Steyn, President of the Durban Chapter of global peer to peer network, Entrepreneurs' Organisation (EO). However, he says business leaders need to avoid the much quoted mistake of continuing to do the same thing and expecting a different outcome.
According to Statistics South Africa, the total number of liquidations in South Africa increased by 44.8% in August 2022 compared with the same period in 2021. The total number of liquidations increased by 18.8% in the three months ended August 2022 compared with the three months ended August 2021.
Apart from formally underscoring the much quoted fact that this country has one of the highest SMME failure rates in the world, the University of the Western Cape’s entrepreneurship specialist, Prof Christian Freidrich (an Extraordinary Professor at UWC’s School of Business and Professor at the University of Applied Sciences in Giessen, Germany) has dug a little deeper.
He says that a massive research programme spanning the last 15 years revealed that a smaller business can rise or fall on the decisions of the entrepreneur who owns it. This is because the owner is the source of action in a firm, makes the key decisions and deals with important customers, suppliers, and employees. ¹
Entrepreneurs need to think and act differently in 2023, not only through growing their business skills but by learning from successful peers who have ridden out and even grown during one of the most turbulent economic times, Steyn notes.
EO Durban members share some insights they believe are integral to running a successful business during 2023.
1. Build your team, set direction and execute systematically and passionately, in that order.
2. Don’t demand loss recovery from a chosen path. If it is not working, learn, let go and reset direction.
3. Love what you are doing. If there is no love, figure out what is draining you and make the changes fast.
4. It’s tough and lonely at the top. Invest in membership of an organisation such as EO where you can enjoy the support of peers in the business arena.
Tarryn Tait, CEO of Basics and Beyond:
5. Growth is not always linear. Sometimes to go forwards, we have to go backwards.
6. Focus on the things you are good at. When a teacher marks an exam and there is 1 wrong answer, they don’t score it 1/10, they score it 9/10. Focus on the right metrics.
7. Feelings achieve nothing, action = change.
8. Communicate early and honestly.
9. It’s not the survival of the fittest, it’s the survival of the most adaptable. Learn to adapt.
BPO:
10. Pay attention to what your gut is telling you. Even if it is a tweak, listen.
11. It is all about cashflow, so many businesses close their doors with big profits on paper and not in the bank.
12. Try not to let issues go unresolved. They always come back to visit when you can least afford them to.
13. Having a company purpose gives you direction for any and all ideation and decision making.
14. Have absolute clarity on what your 3 or 5 year vision is. Make it achievable and get buy-in.
15. Establish a business operating system that your team uses to help keep the business moving forwards.
16. Always be thankful for what you have and who you have around you.
17. Stay focused and be disciplined.
18. Hire people better than you, treat them well and trust them and you will see your business grow to the next level.
19. Move quickly and heed the saying that “It’s not the big who eat the small, it’s the fast who eat the slow”. Be responsive to changes and react quickly.
20. Always keep a close eye on costs because they creep up quickly. Go through every line item on your expenses column each month with the intention of reducing your costs by 10%.
21. You will never save yourself into success. Success comes from sales. Make sure you are always in selling mode and that every staff member in your company understands that sales is part of their role.
22. Never accept “That’s not my job” from any of your staff and always model a humble, can-do approach.
23. In every transaction with clients, throw in extra value, whether it is a free smile, extra convenience, support, free advice, free shipping. Give people more than they have any right to expect. ■
As the world shifts into a post-pandemic reality, companies are having to contend with immense changes that are redefining relationships with employees.
In addition, retirement systems across the globe are under immense strain as societies age and life expectancy levels continue to increase.
Guy Chennells, Head of Product at Discovery Employee Benefits, unpacks a few key trends and ideas that organisations may want to consider when it comes to enhancing employee benefits.
One of the defining characteristics of the changes underway in the new world of work is a profound shift to flexibility.
In a post-Covid world, technologically super-powered employees want greater freedom of choice where it comes where, when, and how they perform their duties.
“A positive outcome of this renewed need for individual autonomy seems to be that employees are better able to find harmony between work and life,” says Chennells. “Should they succeed, both staff and employers stand to benefit from improvements in creativity, productivity, job satisfaction and engagement.”
Chennells explains that the broad shift to flexibility has been widely welcomed by employees and offers promise to employers despite the increased strain placed on administration systems and processes.
It does, however, introduce concerns that many may fall victim to of some of humanity’s well documented cognitive biases –opting for instant gratification over future gain, for instance. This may lead to the temptation among staff to opt for whichever is the cheapest option when it comes to retirement.
“A lot of people reach halfway through retirement and realise ‘oh my gosh I haven’t saved enough’,” cautions Chennells “As
such, there's a huge drive in South Africa, and globally, to encourage employees to save more for retirement.”
To achieve this, one option may be for employers to consider establishing retirement and career counselling functionalities to help their staff emotionally and financially prepare for retirement. It is also possible to give employees a personal increase plan that will slowly but surely edge their savings rate up to the right level.
“These days employees expect their employers to consider them holistically and flexibly. It’s certainly an exciting time to be alive and building great organisations that are great places to work.” ■
Discovery Employee Benefits insures over half a million individuals through its Group Risk benefits, working at approximately 3000 employer groups countrywide. The retirement funds division is younger, covering 60,000 individuals across 500 employer groups.
Employee Benefits: Our aim has always been to inspire employees to lead healthier lives and unlock financial value from our dynamic protection benefits underpinned by Vitality. Our shared-value approach continues to provide superior outcomes for our clients by offering unique product features and competitive pricing.
Retirement Funds: We are the first and only retirement fund provider to shape employee behaviour, creating a healthier and wealthier workforce. Through the power of shared value we aim to transform retirement outcomes and reward employees when they invest in themselves.
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The South African business landscape is especially diverse, and falls short of many offerings that the SME sector desperately need, such as the simplification of business requirements and processes that the average person can understand. SA Profile spoke to Nemesis Accounting Director, Shani Naidoo, to find out more…
Shani Naidoo
Director: Nemesis Accounting
Why did you choose to predominantly focus on SMEs?
The South African business landscape is very diverse. The business service offerings to this business landscape fall short of many offerings that the SME sector desperately need. One such need is the simplification of business requirements and processes that the average person can understand. Over the years, through our diverse client base, we have seen this very clearly.
As a result, Nemesis has developed a “mapping” approach when assisting and guiding a business. This has proved to be very successful, especially with the smaller clientele. Clearly this type of teaching enables learning to take place within that business, and the owner also has the opportunity to connect with his business.
We believe in the SME sector and envision a stronger sector with the correct type of service providers leading these businesses in the right direction.
Nemesis also uses a different approach to client servicing and engagement. We firmly believe in enabling accountability within a business by integrating the business owner to be part of the learning and transformation process of his business.
Our skills set encompasses the following: Neuro-Linguistic application based communication, GC Index implementation skills, mentoring and SMART GOAL criteria methodology. We bring a fresh approach to the SME sector in terms of business solutions for their future sustainability.
After completing my CMA qualification in 1995 at Wits University, I entered the insurance and banking industry and worked in it for the next four years. In 1999, I had the opportunity to enter the accounting/tax/compliance arena at an audit firm in Johannesburg. This was the start of my career as an accountant and tax practitioner. In late 2005, I embarked on my entrepreneurial journey into private practice and Nemesis Accounting was launched.
Since then I have obtained a few other qualifications: Registered FAP, Registered Certified Tax Practitioner (SARS, SAIT), Business Rescue Practitioner (UNISA/ Law Society 2018), Internal Audit Certificate (Tuks 2014), Business and Financial Coach (2018), Master NLP Practitioner (Neuro Linguistic Practitioner 2019), GCologist: GC Index accredited facilitator and trainer of the GC Index (2019 UK).
From 2005 to 2007, I served on the EXCO Board of the Midrand Chamber of Commerce and Industry (MCCI) as the treasurer.
In 2010, Nemesis Accounting was nominated for the Small Business Entrepreneur of The Year Award by the National Small Business Chamber (NSBC). In August 2018, Nemesis Accounting hosted its first Women’s Day Event at our office in Kyalami : Business Woman of The Future.
In March 2019, together with Y-Connect, the Ignite Your Sales and What’s Your Business Money Game workshop was hosted, which showcased a very different approach to sales and money management.
During August 2019, our second Women’s Day Event: The New Business Woman Of The Future was held –this was specifically geared at mindset dynamics and emotional integration with business aspects.
According to research, SA has a higher start-up failure rate (approximately 70-80%), largely due to cash flow management. What are some of the critical aspects that negatively impact SMEs from a financial management aspect?
Sales is king and cashflow is the queen; a pair that complements each other in a business structure. Everybody you talk to wants to "make" money. What does this really mean? Do they understand what is actually involved in achieving this goal ?
Many businesses start from an idea and hope to flourish
In September 2020, SME Warrior, the business training and development leg of Nemesis Accounting, launched the SME Warrior Entrepreneur Academy. An online platform comprising of the House of Legal, House of Finance & Entrepreneurship and House of People Performance and Development.
In 2022 year I also embarked on more courses. I started the Neuro Leadership qualification which will be completed in 2023. I also began the Multiple Brain Integration Techniques (MBIT) coaching certification and thereafter completed the Masters internationally recognised MBIT coach qualification.
We firmly believe in enabling accountability within a business by integrating the business owner to be part of the learning and transformation process of his/her business.
within five years. Many of these business owners lack business skills and training, both vital to securing your business frame in the market and being able to navigate it through the ups and downs during the business timeline. This has a direct impact on the cashflow and management aspects of the business.
One must understand that financial management is only one aspect of a business structure. Together with the sales force, well-oiled and functioning towards the same goal, will definitely contribute to a good cash inflow. The management of this cash inflow is the cornerstone of liquidity of the business.
Another element is the business debt. How much debt does the business have and what percentage of this cash inflow is servicing the debt on a monthly basis?
The top element is the sales force of the business. How strong are the sales drivers in the business? Are the sales improving, declining or stagnant? These critical components are all part of business management. It’s an engine that contributes to the financial strength or weakness of the business.
Training and development is the answer. There is no easy way to get the fundamentals right. It’s a mind-shift that must take place before the business owner can fully understand how the components all fit together and what part he/she plays in this game called business.
We offer in-house training on financial matters, customise training workshops to assist teams to work together, workshop values and beliefs to ensure alignment with the business values and beliefs and obviously, goal setting.
It’s easy to list these things but the crux of it all is in the constant execution and maintenance of the learning. As a result of the setbacks which we have seen over the years, we decided to focus on short learning slots over a period of time. We customise these around the various concerns of
the business and drive internal focus workshops which have brought about better results.
What sort of SME would benefit from the services offered by Nemesis Accounting?
There is no cut-and-paste picture of an SME. At various stages in a business, many businesses will encounter setbacks and then experience the impacts of these setback. It’s more about identifying and getting help early in the struggle. Once a person has drowned, a life jacket is pointless. But if the life jacket is thrown out early when the person is in danger then there is a good chance to save that person.
It’s the same with a business. There are many early tell-tale signs in the business and the business owner must be able to identify these and do something about them as soon as they are identified. The first person to turn to is your accountant. Be honest and open to suggestions even though you may not want to hear it. Keep in mind that professional people are objective in such instances whereas the business owner is more emotional. It makes sense to talk to your accountant who is a trained professional.
What key interventions has Nemesis Accounting undertaken for SMEs for progressive growth?
One of our clients asked us to evaluate their new sales team in the financial services space. After doing this, management was able to see that the team dynamics were not suited for the financial products they were taking to market.
We designed a customised sales training programme using neuroscience methodology and interventions in the training. The content comprised of human behaviour analysis and customer connection. We also used language analysis to show how language influences the decision-making of customers.
The buy decision was to make the sale, so trainees had to learn how to use language to make that buy decision. We also addressed the emotional component because as human beings, all our decisions are based on some sort of emotion first.
Our interventions are based on neuroscience and Neuro Linguistic Programming (NLP). Being a master NPL practitioner and an internationally accredited Master Brain Integration Techniques coach (MBIT), using these methodologies in training and development enables a person to maximise their learning capacity and have a more integrated understanding of what they are doing.
Our success is definitely attuned to the implementation and
It’s a mind-shift that must take place before the business owner can fully understand how the components all fit together and what part he/she plays in this game called business.
integration of these methods with our financial, compliance and analysis services.
The Chamber of Commerce has partnered with us to assist with the roll-out of approved projects for sustainability, humanitarian and developmental causes in the country. These projects are scheduled to start around April 2023.
The timing of these projects is perfect because the need is rife in the country for these initiatives to be rolled out.
Our role will be that of funds management and financial reporting to the funder and enabling project compliance.
Each project will have an objective to achieve. There will be projects that facilitate learning and business skills sets. Another project will focus on solar energy and another on farming development and sustainability farming and another on education, etc.
The list is vast, and the areas of focus have been clearly defined so that the value and transference of benefit and skills does filter through the various communities and youth as well.
Obviously, this is a huge task, and one must not expect miracles. It’s a process-driven initiative. The unlocking of opportunities is a “nice to have” at this stage. As the projects progress through implementation, the outcomes per project will be monitored and therein we will see opportunities arise. Networking is seen as a social gathering rather than an avenue to learn and connect with likeminded people. Through the Chamber of Commerce events we anticipate assisting with, the environment will be created in such a way that it stimulates networking and not socialising. This is the only way that attendees will be able to experience a more serious and connected approach to business and entrepreneurship.
We were blessed to be nominated in 2022 for the Standard Bank Top Women and Top Gender Empowered Company.
I was also featured in Leadership magazine in Ghana and South Africa (November edition 2022).
I completed my MBIT Masters qualification. This was really an huge achievement for me.
What were your main challenges, and how have you overcome these?
A decline in our paying customer base. Coming out of Covid, the impact was just as bad as being in the middle of Covid. On identifying the decline, we immediately started looking at rerouting the business to focus on a different area of service.
It is with comfort that we have been able to turn the business around after a six month stagnation. Our extended area of specialisation is cross border funding and loan transaction with high level compliance support in clearing these funds.
What top tips would you give to entrepreneurs?
1. Know your business game.
2. Understand your shortcomings in what you do.
3. Be willing to take a different approach to achieving success.
4. Unlearn, relearn and implement with consistency.
5. Ask for help when you need it.
6. Learn about money and financial management. ■
Nemesis Accounting is dedicated towards providing new age holistic solutions to SMEs with reference to compliance, accounting, business integrative solutions and dynamic thinking. Focused on the broader picture, Nemesis Accounting enables SME growth and sustainability through bespoke interventions using neuroscience education, thereby enabling businesses to unlock latent and existing opportunities through devising holistic transformation strategies for implementation.
The small business sector employs approximately 80% of South Africa’s workforce, but two in five of these businesses (37%) report stagnation or potential decline, which is alarmingi. Mentorship, however, could be the gamechanger South African entrepreneurs need, especially as 70% of mentored businesses experience a fiveyear increase in survival rateii.
“Entrepreneurs are needed now more than ever since they see opportunities, capitalise on these, and, in doing so, create the businesses of the future. But they urgently need support if they are to succeed,” says Sam Clarke, CEO of Skynamo.
He explains that, not only do entrepreneurs create jobs, but they also boost economic growth through the development of innovative technologies, products, and services. “Where would South Africa be without the entrepreneurs behind the likes of Yoco, Sweep South and GetSmarter which have revolutionised the way we work, clean, pay and learn?”
“While each of these businesses are vastly different, they all have one thing in common: the entrepreneurs behind them had mentors and, today, they mentor others,” he says. “It is now more important than ever for today’s entrepreneurs to receive mentorship to help them navigate the current challenging environment.”
Clarke himself has founded two businesses thus far, with plans to launch more in future. He shares that he started tapping into the entrepreneurial spirit at a young age and could always be found building and selling products to his peers. After completing his studies in engineering, he started his first job for a company, as this was expected of him.
The desire to start his own business, however, was reignited whilst pursuing his Master of Business Administration (MBA) postgraduate degree. This led him to start his first business, Magus (Pty) Ltd, which helps engineers accelerate the antenna design and modelling process. Five years later, armed with a desire to make a difference to underserved businesses using technology, he launched Skynamo.
Over the course of his 14-year long entrepreneurial career, Clarke has learnt a number of lessons which he shares with the emerging entrepreneurs he mentors, and reveals his top five below:
1. Revenue, revenue, revenue. The entrepreneurial community often references funding as a measure of success. But, in reality, the true measure of a business’ success is revenue. Funding may be necessary, and it is a
sure sign that someone thinks there is a strong chance of future success, but in itself, it’s not the true benchmark.
2. Keeping a finger on unit economics. Understanding the costs and revenue of each and every deal helps a business to understand how much each deal contributes to R&D and overheads. Once a business comprehends its unit economics, it can show that, at a given scale, it will be profitable, even if it isn’t profitable today. Investors need to understand at what point the business will go from needing further funding to being profitable. This conversation starts with solid unit economics.
3. Hire the right people. Hiring the wrong person can be a costly exercise, especially with the small-, medium-, and micro-enterprise sector accounting for 75% of jobs lost in the overall economyiii. Take the time to hire and onboard new employees and ensure that a lot of time is spent with them, so they understand the business and its objectives.
4. Focus on a small beachhead. This is a market segment in which a business gains a dominant market share as well as the strength to attack adjacent markets with different opportunities. The temptation amongst entrepreneurs is for their product to have broad appeal initially so that they can build a big business overnight. Rather, they should start small and become the leader in a particular market before expanding into others. The earlier they can determine who their ideal customer is and zoom in on them, the cheaper it will be to build the business.
5. Be coachable. Seasoned entrepreneurs are generally eager to share the wealth of experience they have accumulated, so budding entrepreneurs should join and take advantage of entrepreneurial networks. One way of doing so would be to plug into the network of other entrepreneurs supported by their funders.
Clarke concludes by saying, “Between 2010 and 2020, the contribution of South African entrepreneurs to the country’s GDP before taxes and subsidies increased from 18% to 40%iv. Now, with the economy possibly slipping into a recession, entrepreneurs hold the key to its recovery, but they urgently need support. One way that the private sector can help is through mentorship. I encourage other established entrepreneurs to step up and mentor the next generation of entrepreneurs.” ■
SOURCES
[i] https://www.xero.com/content/dam/xero/pdfs/state-of-small-business-2022-SA.pdf
[ii] https://mentorshipmovement.co.za/some-other-resources/tips-report-mentorshipprogrammes/#:~:text=For%20example%2C%20research%5B1%5D,businesses%20that%20are%20 not%20mentored.
[iii] http://www.seda.org.za/Publications/Publications/SMME%20Quarterly%202021Q3%20(002).pdf
[iv] https://www.oecd-ilibrary.org/industry-and-services/financing-smes-and-entrepreneurs2022_4bada6a3-en
In South Africa, the combination of economic strain heightened by the Covid-19 pandemic and changing expectations of the role of business in society has created an urgent need for companies to transform the way in which they do business. Leadership is one of the critical enablers for successful large-scale change, according to research by Boston Consulting Group (BCG).
The higher instability and complexity that companies are experiencing sets out an imperative to transform their business models and ways of working.
“The results show for the companies that have used this challenging and uncertain operating climate as an opportunity to reimagine and adapt how they do business,” says Dawie Scholtz, Principal at BCG, Johannesburg.
“Companies who have viewed the challenging conditions as an opportunity to outperform competitors, learn from the changing circumstances and double down on
transformational efforts outperformed their peers by 64% in the second quarter of 2021 on year-on-year revenue growth.”
But business transformations are difficult: a BCG survey of 750 global transformation journeys showed that only about 30% of large-scale transformation efforts succeeded. The South African context is also unique, and there are four main elements that affect any change effort and must be addressed at the outset of any transformation:
1. Culture – CEOs with experience outside of South Africa noted that South African corporate culture was more diplomatic, less direct, and less transparent, making traditional accountability mechanisms less effective than they had seen in other places. Additionally, CEOs reported difficulty in generating buy-in and followthrough on change efforts.
2. Skills shortages – Transformations deploying high-calibre talent are 47% more successful but finding the right talent to drive transformations can be challenging. Digital skills, for example, are scarce in the region and, 80% of respondents believed a lack of digital skills is likely to hamper Sub-Saharan Africa’s expected economic growth.
3. Data limitations – CEOs reported a consistent frustration with ‘dark’ or weak data, where internal reporting is imperfect, incomplete, incorrect, or not fully able to account for business activity in a manner that enables logical, transparent analysis of the business. Successful transformations have required a significant period of work to ensure accurate and usable internal reporting that enables deep transparency on business activities.
4. Labour relations – Relations between labour and business leadership can be an obstacle to the implementation of business transformation plans. According to the Department of Employment and Labour’s latest strike monitoring report, workers lost approximately R266 million in wages because of strike activities in 2020, with more than a million working days lost in 2021.
Addressing these challenges and effectively transforming businesses to be more resilient, better performing and a force for good in South Africa requires two core ingredients: a clear and comprehensive strategy and credible plan to set-up and deliver the needed change, and leadership that exhibits particular key traits.
“CEOs need a bold vision that they both believe in and can provide the change needed to grow the company and address the issues that led to the need for change,” says Scholtz.
“This vision needs to be matched with detailed scenario thinking and buy-in from across the leadership team to drive a mindset change towards increased agility.”
Successful buy-in from the leadership team also means empowering them as a core team to manage the transformation, its progress, and any stumbling blocks. Employing a cascading change management approach where each leader cascades the message and content relevant to their area down the organisation – with their own teams following suit to cascade the message throughout the whole organisation – can be a successful tool to manage engagement.
It can additionally be useful to employ small teams of high performers put together to tackle specific problems. These teams are usually given a tight timeline with a clear mandate,
to address the most challenging aspects of the transformation programme. These exercises allow the leadership teams to reassess and evaluate the progress being made on the transformation and determine whether any activities needed to be added.
Key characteristics of the SA business transformation leader Although there are traits recognised globally that CEOs need to exhibit for successful transformation, there are characteristics that are particular to South African CEOs in order to meet the nuances of operating under the complex socio-economic backdrop the country faces. These are:
• Storytelling: Successful transformations in South Africa had a strong overarching narrative that established the need for change in terms that connected the day-to-day work of the organisation with the need for change.
• Listening: Several new CEOs had success using time upfront to simply listen and learn from the organisation. This creates a strong connection to the organisation and ensures that people are heard in the design of a change programme.
• Bravery: Most of the more experienced CEOs that have shared experiences from previous transformations shared a consistent regret in thinking back: they often wish they had been more ambitious and stuck to their ambitions more resolutely. Successful change seems to require a strong-willed CEO willing to set ambitious targets and to hold the line on those ambitions, despite early challenges and failures.
• Truth-telling: Telling harsh truths and creating clarity, transparency and an environment of total openness appears to have been a critical success factor of previous transformation journeys in South Africa.
• Comfort with ambiguity: Successful transformations appear to have required CEOs to at some point acknowledge ambiguity and uncertainty, and lead through it, as opposed to projecting false certainty.
• Teaching: In the most successful transformations, the CEO took an active role in shaping or even participating in a capacity-building programme that would enable the leaders in the organisation to drive and execute the transformation.
“While there are certain realities and challenges that must be acknowledged and addressed in driving business transformation in the South African context, businesses now have a significant opportunity to capitalise on the uncertainty and adversity in the market by undergoing a holistic transformation. Those that put in place a comprehensive strategy, and whose leaders embody, and harness specific traits will be more likely to succeed,” says Scholtz. ■
The Youth Employment Service (YES) is a private sector youth employment programme affecting broad-based change across sectors, provinces, and the country.
We address the country’s youth unemployment crisis by empowering businesses to create jobs for unemployed youth. We’re a youth-focused and business-led non-profit organisation that is not reliant on government funding, making our jobs 100% private sector funded.
We work with leading businesses in various sectors to provide 12-month quality work experiences for unemployed young people to be future managers, skilled employees, professionals, change-makers, and entrepreneurs who will drive their communities and the South African economy forward. For many youth, this is their first employment in the private sector and YES provides a vital first step on their journey to long term employment.
For business, YES is a key pipeline through which you can select, develop and de-risk undiscovered, standout talent, previously locked out of the economy. We provide businesses with a route to sustainability and long-term value.
Businesses can improve their B-BBEE scorecard by up to two levels while affecting broad-based transformation. Beyond B-BBEE, many businesses are also integrating YES into their environmental, social and governance (ESG) strategies to have a meaningful and measurable impact on communities and the environment.
There are two ways business can participate in YES: they can place youth within their own company structures, or they can place youth in one of YES’s 33 vetted host partners through the turnkey solution.
YES is becoming a popular integrated solution for mining and resource companies to not only help them meet their ESG goals, but also to fulfil their social and labour plan (SLP) contract.
Through YES’s turnkey solution, resource and mining companies can create youth work experiences with communitybased NPOs working in some of the most critical sectors in South Africa such as healthcare, education, digital, early
childhood development, and conservation where youth live, meaning young people can play an important part in building their own communities.
The YES host partners help capacitate local businesses, schools, clinics and NPOs with dynamic young people who are eager to learn and grow their careers. This feeds into poverty eradication and upliftment of communities and economies beyond the mines these towns surround.
The YES model can also see young people deployed in community-based SMEs, effectively boosting the capacity of local businesses to deliver goods and services to their neighbouring mines and beyond.
YES also allows mines and other businesses to take their existing skills development programmes up a level by pairing them this work-readiness initiatives post-training. The YES turnkey solution can help companies deliver on their SLPs, integrate into their environmental, social and governance (ESG) goals and achieve their sustainable development goals (SDG) as needed by their investors and consumers.
YES has a current run rate of creating 2 000+ high quality jobs for youth per month, predominantly in the private sector. Since inception, YES and its partners have injected R5.5 billion into the economy through YES Youth salaries. A total of 40% of YES youth alumni are currently employed post-programme, which is double the national average.
Join
Seamlessly integrate job creation for young people into your social and labour plans (SLPs), ESG strategies and gain levels on your B-BBEE scorecard.
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A visionary in the hospitality sector, Neil Markovitz, CEO of Newmark Hotels chats to SA Profile about his incredible journey of growth and sustainability.
CEO: Newmark Hotels Neil Markovitz
ne of the key tips lessons I learned in business is not to make assumptions about growth and not getting stuck focussing on it but rather embrace change while staying true to your foundations. Define where you want to grow to, and have a strategic plan for that,” says seasoned entrepreneur Neil Markovitz, CEO of
Having founded Newmark Hotels in 2007 with one hotel, the hospitality management group now boasts over 20 properties. On the impressive growth of Newmark Hotels Markovitz comments that he did not envision the company to expand as
“The vision I had was for the V&A Hotel to be an independent hotel that has global reach offering a bespoke experience for guests, however it was proving difficult to find a group that would be able to implement the vision I had. I then decided to establish my own management hotel group,” says Markovitz.
Describing himself as rather conservative in his business approach, Markovitz believes in collaboration in leadership, and through his answers one picks up that he is not only strategically involved but operationally too.
“In order to be a successful leader, you have to ensure that your team buys into the vision you have as we all work together to drive implementation. Another thing is that as many years I have been in the business I don’t feel I am ever too big to do the small jobs. I remain focussed that it’s all about teamwork, and Newmark Hotels is fortunate to have a very strong employee component who understand the vision and go above to help make it a reality.
“We understand and embrace the diversity of cultures/ regions, and part of our DNA is to take a personalised approach in everything we do and to ensure that every guest has an authentic experience. Our destinations are the types of places
that speaks to people’s bucket lists. The experience from start to end needs to be efficient, and we spend a lot of time helping people tick off items on their bucket list be it visiting the Serengeti or exploring the winelands, etc,” he says.
Markovitz highlights that the team has invested heavily in staying current, which includes driving information technology initiatives, to ensure they remain performance driven.
“Things can happen in a matter of minutes. We always have to be prepared and willing to adapt and be progressive – open to change. We have never wavered in our commitment to quality and have remained true to our DNA. I think the winning formula for us is that we celebrate diversity and are not a copyand-paste hotel management group. We understand that things will always change, but our DNA remains,” comments Markovitz.
Even though Markovitz has been in the industry for over 30 years he highlights that it never gets boring. “Part of what we do is not just hotel management – we focus a lot on initiatives such conservation efforts and incorporating that into our destination experiences,” he adds.
In speaking with Markowitz what shines through is his passion for the hospitality industry. He makes it seem rather effortless but reading between the lines it is understood that a lot of effort has gone into growing Newmark Hotels into the bespoke management hospitality group it is.
As a leader he is hands-on, and while he acknowledges that at some stage he will pass on the baton when he retires, he also sheepishly confesses that he probably would not know what to do with a lot of free time. He also explains that succession planning is a big part of the business, and that he is passionate about mentorship so that when he passes on the baton so to speak the DNA of Newmark Hotels remains intact ensuring a lasting legacy for the group. ■
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E reservations@newmarkhotels.com
W www.newmarkhotels.com
We always have to be prepared and willing to adapt and be progressive – open to change. We have never wavered in our commitment to quality and have remained true to our DNA.
Being an entrepreneur is no easy feat, but with a clear plan, passion and hard work – a lot is possible. Entrepreneurs from different fields and industries share their tips on achieving greatness.
From Ignite Fitness’ CEO, Schalk Hugo and internationally acclaimed interior designer Tammy Holmes to the founding owner of Just Breethe, Marc Barnfather as well as the innovative Founder of Sloom, Rudo Kemp – you are sure to walk away feeling inspired!
4. Marc Barnfather, founder and CEO of Just Breethe, says, “Success is measured in many ways, but mainly in materialistic goods. To me, it is more important to measure success through happiness and the joy of doing what you love most.”
“If you follow your passion and work hard, success and all that comes with it, will follow you. Live life to the fullest every day, and make sure to live your passion! Always take pride in what you do, no matter if it’s work, family, or play. What you put in, is what you get out.
“Hereby meaning that typically I'll start at 3am and finish at 8-9pm daily, five days a week. All that this means is, you cannot approach entrepreneurship with a mentality of effort; it requires super efforts and consistent time,” he says.
“Never stop pedalling. There will come times that are tough; times that your ‘speed bumps’ seem like the Himalayas; times that you feel trapped; like you might not have the answers. Go back to riding your bicycle – no matter how fast the downhill seems; or how severe the climb of the hill feels; if you stop pedalling, you'll fall off and fail.
“Never stop pedalling; no matter how hard; just focus on the next stroke.”
“Listen; you never know when the next learning opportunity avails itself; but to catch it; you must be looking out for it. Listen to others with your eyes and your ears,” Hugo adds.
“Starting with a solid foundation will ensure the rest goes smoothly. Never forget, life is about relationships – spend time meeting and talking to people from all walks of life, whether it is about you and your business or not, it’s about the time spend, connecting. Building relationships with many people and helping where you can will give the energy to move your thoughts and ideas forward,” Barnfather adds.
5. Rudo Kemp, founder and CEO of Sloom says, “Learning creates earning. It’s important for the founder of a business to become an expert in their field, to know their product backwards – this is done in many ways.”
“From experience to research – everything you do to grow and understand your industry has a purpose and a lesson. My career in the mattress industry started as a salesperson in a bed shop and I soon realised how important sales skills were to further my position in the industry.
no or are pulling all-nighters!”
“Also, understand that you’ll work harder for yourself than you will for someone else, if you wish to be successful. But you cannot do it all, so consult with or hire experts on areas of your business or industry that you don’t understand or aren’t proficient in. You’re not expected to know everything, don’t assume you are,” she adds.
“I made it my mission to learn the jargon and technical specs of the products so that I can accurately guide the customer to make an informed decision. I was never one for sales theatrics or marketing gimmick to persuade someone to buy.
“I always prided myself in my knowledge of the products and this allowed me to advance to securing a job at a mattress factory as the Foam Plant Manager. My time was spent researching and developing new foam formulas,” adds Kemp.
6. Stephan Helary is the founder and CEO of luxury skin and body care brand, Terres d’Afrique. He says, “Whatever you sell, whether it is products or service, make sure it fits the market before spending too much money.”
“Your truth will resonate with the people you reach and connect with. To add to that, it's a cliché, but it is missing so often nowadays. Your customers are the reason you have a business, treat them like gold.
“Everyone makes mistakes but keeping communication lines open and actively correcting an error goes really far in leaving the customer satisfied and hopefully becomes a returning customer,” Spaltman adds.
“You have to know all your competitors in detail and make sure that what you offer is different or has an edge the others don’t have at the time you start. Test your product in the market first to make sure your product has interest, meaning people want to buy what you are selling.
“Importantly, whatever you estimate you need to get your business off the ground, multiply it by two. It will always cost a lot more than you anticipated, so make sure you are properly capitalised. Whatever you estimate your revenues will be,
divide it by two. People always over estimate their growth; it will be harder than you think but push forward and keep in mind that distribution is key.
“Today, people want brands that sell more than just a product. Consumers (Gen-Z & Millennial) demand change. They want companies led by people who really listen, with ethical behaviour and accountability so that we can create a better future,” Helary adds.
7. Small business owner and solopreneur, Jana Leonard from The Baskiti Co. says, “Being an entrepreneur seems very glamourous but it’s hard work, lots of sacrifice but also great reward.”
“Understand your market, be flexible in your approach in reaching your goals and importantly – congratulate yourself on small successes.
“Additionally, my biggest tip is simple – always be kind, listen, care and build relationships – because at the end of the day, that is what business is all about – relationships!” Leonard adds.
8. Chrizanda Botha, owner of Summerhouse Fabrics says, “The best plan is to never run out of plans. While there is a plan, there is hope, there is a future! Always be one step ahead – wake up early, put in the work, invest in yourself and your goals – and you
9. Alana Groenewald, co-founder of GROEN Wallpaper says, “Start a business or venture which speaks of your authentic personality, which makes you feel genuinely excited and passionate. Be prepared to work harder than you even imagined, and never pass on the opportunity to learn and grow.”
10. Alistair Holmes from Signature Furniture Design says, “If you are not happy to stamp your name on the piece or the service you are providing, then it isn’t finished just yet.”
“Polish it off or fine-tune it some more and deliver it at your highest standards. At the same time, you need to make sure you keep raising the bar of your standards, so that you keen improving in your field. Trying new techniques and pushing your abilities is vital to evolving your trade and keeping fresh in the market. Don’t take your foot off the accelerator when the inevitable bumps in the road come your way.”
It is no secret that being a business owner can come with challenges, but the positives always outweigh the negative. Being an entrepreneur is about resilience, focus, hard work with major reward and success. ■
Founded back in 1860, Bühler is a 5th generation familyowned business with current CEO Stefan Scheiber. We operate in 140 countries with over 30 production sites and 100 service centres. Bühler operates in a truly global network. Although many things can be done online today, a physical presence is irreplaceable to cover regional market requirements and support customer performance.
In South Africa, Bühler machines are part of various value chains, from grain to FMCG to material processing. The country is a regional hub, servicing the markets of Angola, Botswana, Lesotho, Madagascar, Mauritius, Malawi, Mozambique, Namibia, La Reunion, Solomon Islands, Seychelles, Eswatini, Zambia, and Zimbabwe. Equipment can be serviced and repaired by our service technicians at the customer site or at our workshops across the Southern African region, and after 50 years of development, this operation runs like a well-oiled machine.
future generation of South Africa with measurable behavioural outcomes and indicates the Apprentices’ acquisition of skills and knowledge.
We partner with the biggest FMCG companies all over Southern Africa. FMCG companies are the basic pillar of the economy of the region. And together with them we ensure food supply to more than 200 million people. Everything from flour, rice, pasta, chocolate, coffee, beer and much more comes from Bühler innovation.
As a globally relevant industrial solution provider, Bühler want to contribute to a better and more sustainable world with collaborative innovation, new technologies, training, and services.
B
ϋhler Johannesburg offers an apprenticeship programme which is merSETA accredited in boiler making and welding. The programme is aimed at equipping and empowering the
It is our aim to always remain relevant to the customers in our care and the society at large, allowing them to produce safe and healthy staple food to feed the people, as well as sustaining hope through what we do. ■ W
Every day, billions of people come into contact with Bühler technologies to cover their basic needs for food, mobility and more. The range of technologies range from smartphone parts to the food you eat. Bühler creates innovations for a better world with a focus on safe and sustainable solutions.
It’s tempting to be dismissive when you first hear about “Strategic Design” and think that it has all the hallmark characteristics of being an industry buzzword. What’s a buzzword? It’s an important-sounding technical word or phrase that is trotted out in sales pitches purely to impress regular people. That is not what Strategic Design is. Strategic Design is not jargon. It’s not a turn of phrase or a trend, or even a movement.
By Brett Lindsay, CEO & Founder of BIGBrave Strategic Design Firm
Strategic Design is a philosophy, but not in the abstract, airy-fairy sense of the word – it is a practical, inspirational way of looking at the world, and discovering our purpose in that world and leveraging passion to manifest that purpose. Strategic Design is a discipline – the logical progression from curiosity to fulfilment,
which starts with asking ‘what would you like to do?’.
So, what makes Strategic Design more than a buzzword? It is an approach that is capable of clear definition, and it can take you on a compelling, sequential journey of exploration that leads to meaningful and quantifiable results.
So, what does Strategic Design do? Strategic Design provides a methodology that can be applied to inspire, ideate, innovate, and implement effective solutions for any problem. Far too often we approach problems from a position of fear.
“What will we lose?” and “What’s the worst that can happen?” – these kinds of questions focus on the negative aspects of problems because the emphasis is on the unknown. People aren’t afraid of the dark, they’re afraid of what they don’t know about the dark, and through a journey of information-sharing and collaborative discovery, we can help to create certainty by shining a light on the unknown.
“How might we solve this?” and “What would you do if ‘no’ wasn’t an option?”. This gives us a springboard from which to uncover solutions. Every solution starts as an idea, and the solutions that come out of the Strategic Design process must meet the criteria of desirability, feasibility, and viability – there must be human desirability, technological feasibility, and business viability.
The value and the impact of the resultant solution will be identified at the centre of these core areas of focus. It might not seem like it (because we’ve been conditioned to believe otherwise) but there are more solutions than there are problems. The difference lies in the fact that not everyone takes the time to explore them, and here, Strategic Design simply provides a conduit from exploration to success.
How does Strategic Design work? When people hear the word “design”, they think art and pretty pictures. This is not wrong, but it is an incomplete understanding of design. Literally everything around, us is a result of design. It all started with a dream, and design made it real. Without design, there would be no nice or useful things that make an impact or are considered valuable.
Strategic Design is simply taking the time upfront to consider multiple factors, validate assumptions and ideate on new possibilities, all of which provide tremendous value to what the final product, service or outcome will be. This could be anything from creating or improving a piece of furniture or an app, to a new mobile game or even a customer experience at a bank or an airport.
The difference in Strategic Design is that we don’t use it to tell clients what to do. Instead, we use it as a light to guide clients to a decision informed by their own knowledge. Once clients understand all the information that they hold, that understanding can be used to make practical decisions that lay the foundation for a way forward.
As such, Strategic Design is a journey that leads from inspiration to insight and evolves into ideation
Dream – We all have dreams, some of us dream when we’re awake and that gives us the ability to act. We want to help people harness this ‘dream big’ power and use it to create a vision of the future and plot a way to make it happen, together.
Discover – When we discover something new that inspires or amazes us the natural reaction is to share that revelation. Unearthing something new is exciting and generates tremendous energy, which is why we take an experience-based approach to learning and discovery. It starts with a simple question that requires an authentic answer, “What would you like to do?”
Discuss – We guide the journey of curiosity and discussion to illuminate the probative facts about any challenge right at the outset. We appraise all the possible ways we could solve a particular problem by asking, “How might we…?” and we employ divergent thinking to generate as many options as possible during this phase.
and manifests through implementation. It’s not about giving people an answer to their questions, it’s about giving them the interrogation tools that sparks the kind of curiosity that leads to innovation. Strategic Design provides a holistic view of business by focusing on the point where humans and digital things engage. It can also be used as a point to bring everyone within an organisation together. We call this the ‘BIGBrave Way’ and we break it down like this:
Decide – Ideas, information and discussion alone cannot yield results. A decision needs to be made on a way forward. We create an Impact vs Effort scale for our clients and through convergent thinking we work the list down from there to a point of decision – maximum impact for minimal effort is the most effective way to generate value early.
Do – Once we have a clear understanding and plan of approach, we start to implement ideas. It is exciting to see the final solution start to take shape. Because of the journey of illumination that has led up to this point, everyone involved is confident that this is the right way. There’s less guesswork involved which leaves more room for action. New discoveries along the path of implementation are iterative, within scope and often where true innovation can be unlocked.
Deliver – The goal and first end point of our process is to achieve a solution that meets the desirability, feasibility and viability criteria of the problem statement identified earlier. This is when the dream becomes real.
Strategic Design, as a discipline, provides the lens through which to begin addressing obstacles by reframing them as opportunities. “What would you like to gain?” and “What would be the best possible outcome?” and translating this into a workable plan.
Strategic Design is an immensely powerful process to cultivate creativity and collaboration for people and businesses no matter where they are on their journey. Strategic Design can solve commercial product and service challenges but equally capable of solving systemic community focused challenges on a global level. Simply by asking “How might we….?” it becomes possible to use curiosity to create certainty. This allows us to move from a position of fear to confidence as we consider the future and re-define the way we face the unknown.
When we realise that we’re all in this together, we might just be able to challenge convention in every part of our human existence while focusing on finding better ways of living, loving, learning, and earning. ■
Whether we like it or not, things end. This is not only sage advice for someone concerned about the well-being of their family, but just as essential when it comes to succession planning for an owner-managed business, writes
Ricardo Teixeira, CFP®, Chief
Operating Officer with BDO Wealth
Advisers.
It's important to remember that with owner-managed businesses, the lines between ownership and management are often blurred, which complicates succession planning. With succession planning, as the owner it’s really about planning for two things: how you transfer ownership as well as management when you’re no longer running the business. This process also needs to take into consideration whether your exit is either done voluntarily (you choose when to handover) or involuntarily (a life event makes the decision for you).
One of the main difficulties in succession planning is the vulnerability required to have the conversation. It requires recognising that you're not going to be around in the long run. But by not confronting the issue and creating a plan, business owners put themselves in an even more vulnerable position.
Ignorance is another common factor. In some cases, this is simple procrastination, thinking it’s OK to put succession off until it’s really urgent. Concomitant to that is not knowing how to start such a process. When it comes to ownership, this problem is more straightforward, often involving a simple shares transfer. However, from a management perspective, the question of hiring a successor can pose difficulties.
Family-owned businesses can also introduce a challenge in terms of relationship dynamics. Not every family member will be an owner and or manager of a business, but there will always be certain emotional connections that come with the matter of legacy and how a family is treated throughout the process.
Overall, the challenge most businesses face when trying to develop a succession plan is clarity of thought. Distilling what is important to you and what’s best for the long-term success of the business. For that reason, there is no template. It’s not a problem that can be easily outsourced. It's about having an authentic dialogue and developing a personalised solution that speaks to each family, owner and the executive management team to the business.
The starting point of any successful succession plan begins with the stakeholders. This includes the owners of a business, the shareholders, as well as the executive management, and the family, if it’s a family-owned or branded business.
External advisors can be brought in for conversations related to the structure of ownership and management. This expertise can prove helpful when it comes to governance discussions.
When it comes to consulting a family, a good course of action can be to draft something like a family charter. While it’s not a legal document of any sorts, a charter is a way for a family to establish a set of principles related to how a family business is managed, how the family relates to the business, how decisions are made in relation to the business, and how the family engages with the Board of Directors.
There is no specific length of time a succession plan takes to form. If it’s put together to address a voluntarily exit, it’s easier to plan in advance. If an owner is clear on when they are going to leave a business, or step aside from ownership or management, then a fiveto-seven-year window period is advisable.
In cases where a succession plan is involuntary, things are a bit more difficult. At any stage something can happen to an owner, making them unable to continue operating the business. In such a case, if a succession plan has not been developed, it’s advisable that a business hold key man insurance, or an equivalent policy. ■
To build a successful business one must start small and dream big. In the early days a lot goes into the planning and execution phase that it feels almost impossible to grow from a sole proprietor into a small-medium sized business
Working in your business is anything that's a job: execution, yes, but also management of the execution. Working on your business, however, includes anything strategic: business strategy, marketing strategy, sales strategy, product development, research, and the vision and decisions that live in the C-suite. The main factor stopping growth, is that most entrepreneurs are working in the business and not on it.
Entrepreneurship and self-employment offer the biggest opportunity to create jobs in South Africa, which is why the Entrepreneurs’ Organisation’s (EO) Cape Town chapter is committed to supporting start-ups with their Bootcamp to Boardroom programme, which launched in 2021. The EO is a NPO that offers peer-to-peer networking opportunities for entrepreneurs across South Africa and the globe. There are 198 chapters in 61 countries worldwide.
2022 saw 17 entrepreneurs from various industry sectors signing up to the nine-month programme that runs in conjunction with top business owners from Cape Town, including M-Net’s Shark Tank judge, Dawn Nathan-Jones, and Over The Rainbow Foundation, who Nathan-Jones is also the CEO of.
By: Entrepreneurs' OrganisationIf every sole proprietor or small business in South Africa could hire just one person the impact on unemployment would be significant, and so it’s in the best interest of all successful business owners to pass on the baton of
Every sole proprietor has the potential to grow, they just don’t know it yet!
knowledge and skills to entrepreneurs starting out to help them grow their businesses to be able to employ others.
Growth is a process and requires the business owner to put in the time and effort. Workshops alone offer great tools and insights, but what happens when it’s over. Attendees are solely responsible for implementing the tools they were given to help them reach their business goals. But how many actually do? Mentorship is known to reinforce learning and training and is a time-tested technique that leverages experience and human relationships to help business owners and employees learn and grow.
For workshops to make an impact entrepreneurs need to be held accountable for the goals they set through a mentorship programme that spans several months (even years). This is what motivated Bootcamp to Boardroom to provide mentorship in all areas of business from marketing and sales to finance, leadership, pitching, and strategy as part of its nine-month programme.
It also covers personal development, which adds a new layer to what most conventional mentorship programmes offer. The aim of this is to develop the self-awareness and wellbeing of grass-roots entrepreneurs along with business skills. Statistically 70%-80% of small businesses fail in the first five years so belonging to a programme and support network is crucial.
EO Cape Town member and ex-President, Julia Finnis-Bedford is the inspiration behind Bootcamp to Boardroom.
“To truly achieve transformation and inclusivity in our country, as well as within our EO organisation, we need to connect with business owners at grassroots level,” says FinnisBedford.
“We saw just how valuable the programme was, not only to those entrepreneurs who took part but also to each mentor and advisor that facilitated the process. We ended up learning so much from each other, that we have come back stronger and more motivated to make a difference.”
Sam Gqomo is one of the B2B participants. She owns her own marketing and communications consultancy.
She says, “I am thoroughly enjoying the programme, it has highlighted my blind spots and areas that need improvement. I came in feeling stuck but have quickly realised that my lack of planning in certain circumstances was limiting my growth. I am excited and inspired by my mentor’s success and hope that it will rub off on me. She’s also handed me some tools that will empower me and move the needle forward.”
Bootcamp to Boardroom is broken down into the eight stages of entrepreneurial success using the rainbow colour spectrum:
1. Discover your purpose
2. Build your brand
3. Drive sales
4. Manage your finances
5. Become a leader
6. Develop your business plan
7. Perfect your pitch
8. Grow through mentorship
“With purpose at the core of everything we do, its where the programme begins. It looks at what each participant plans to contribute to the world and the impact they hope to have. It also looks at ways to build and improve their brand, so it makes an impression,” says Finnis-Bedford.
“Without sales one cannot derive income, so it too is a very important step in growing a business. However, being a sales superstar requires more than just knowing the benefits and features of the product or service they’re selling.”
According to Bootcamp to Boardroom, to be a successful salesperson one must develop and maintain a positive mindset focused on building relationships with customers and getting results.
Also covered in the programme are the important topics of financial literacy, offering step-by-step advice on how to simplify it, what it takes to be a great leader and knowing the difference between being a boss and a leader, and lastly how to develop a winning business plan and a perfect pitch.
What participants do after the workshop is then not done alone. For the following nine months they receive one-onone mentorship and are a part of The Over the Rainbow Golden Circle Mentorship Programme that provides a peerto-peer learning support system.
On completion of the Bootcamp to Boardroom programme, entrepreneurs can apply to join EO’s Accelerator programme should they qualify for entry. EOA’s mission is to empower entrepreneurs with the tools they need to grow their business to more than US$1 million in sales and provide them with the skills to be better entrepreneurs and leaders. From here they can then go onto applying to join EO. ■
www.overtherainbow.co.za/bootcamp-to-boardroom/
One of the core challenges many businesses are facing at the moment is due to increased globalisation; with multi-national companies paying higher salaries, it’s hard to retain your best staff. A looming recession also puts a lot of pressure on finances and business models, not to mention the constant monitoring of cash flow, dealing with impostor syndrome and fear of success or scaling too quickly for your processes.
But it’s not all doom and gloom. According to a Hubspot article, 68% of entrepreneurs worldwide are either somewhat or very optimistic about the post-pandemic future.
There is no magic wand or formula, but there are a bunch of theories and frameworks out there to make the entrepreneurial journey a little easier – the trick is to choose the right one.
The next step is to find someone to hold you accountable
Being an entrepreneur takes guts, grit and vision. It’s a bumpy ride at the best of times, and not one that you want to embark on alone, particularly in a post-Covid world.
to execute the vision of the business and the strategy set in place to achieve it, as well as a community of people with similar challenges you can talk to. And this is where it gets really interesting.
It’s different for everyone, but in my experience, having an incredible business partner, solid team, and leadership coach is a game changer, but still not quite enough.
We have over 50 members, and also feel part of the broader global EOA network, with 198 chapters around the world, and over 14 000 members.
EOA’s mission is to empower entrepreneurs with the tools, community and accountability to grow and scale their businesses. Being immersed in an inclusive, high energy environment based on values of trust and respect; a thirst for learning; thinking big, be bold; and together we grow, has been instrumental to my personal growth and business success to date.
But that’s enough from me, let me share some of the experiences of fellow Accelerators, or Aces as we call them, from a range of different industries.
For some, EOA provides a layer of professional learning and skills development. For leadership development specialist and high performance coach, Heléne Smuts, founder of Credo Growth, the support has been instrumental in scaling
“I felt like I often just ‘winged’ business decisions. However, with the structure and support of the EOA programme, I could keep the agile flair that entrepreneurial businesses
have, but coupled with learning how to strategise well, think differently about certain issues and find creative ways to solve problems,” she says.
Like Heléne, Eitan Stern, Founder and Director of Legalese, learned about the power of structure in business and life from the EOA programme.
“When I started my business I lacked structure. Not just at work but in life too. I felt like things were always just 'crazy'. So success, growth, slow times and failure all felt the same – crazy. Through EOA I learnt that you can add structure and stability to your business and your life. Plan ahead, celebrate the wins, keep calm in the tough times,” he says.
Garnett Thorne, Managing Partner at Woww Digital, highlights the community and networking opportunities the chapter has to offer.
“The EOA network provides a wealth of resources, from introductions to key suppliers and partners, to sharing of experiences of dealing with similar issues, to access to an international network of other EOA chapters. The content of the scaling up theory is also practical in building a resilient company.”
“When I joined EOA I felt motivated again (in a way I fell in love with my business again),” explains Chantelle Bowyer, founder of Metis Online, adding that EOA gave her a new way of looking at things, and being held accountable all helped tremendously.
Mirroring Chantelle’s view on accountability, Peter Magner, Sales and Marketing Director of Iridium Business Solutions, highlights the reason for signing up to the programme year after year.
”If I had to sum up the value I get from EOA, I’d say great content, a solid group of entrepreneurs and regular groups holding me accountable for goals.”
So if you’re an entrepreneur navigating this space, I can’t recommend having a community like this enough. You still need to buckle up for the journey, but you’re guaranteed to enjoy the ride a whole lot more than on a solo road trip. ■
Emma Donovan EOA’s mission is to empower entrepreneurs with the tools, community and accountability to grow and scale their businesses.
Successful businesses depend on highly effective professionals and executive management with impeccable business acumen, technical know-how and a leadership capacity that is out of the ordinary. Such people are not easy to find in a diverse and fragmented world. When considering the diversity of the African business markets, it is even more important to understand the nuances of each market on our continent.
Our executive search framework at AIMS International is part science, part art. We painstakingly analyse data, biometric evaluations, and skills assessments while combining cutting edge assessment tools with our experienced consultants’ behavioural interview evaluations to give our clients guaranteed success. We are proactive in our research practices, hand-picking only the best talent for our clients to choose from. With partner offices in over 50 countries around the world, our clients have the added advantage of an additional 260 search and talent management experts at their fingertips.
To give our clients value added services, we have an in-house organisational psychologist who supports our clients to make the best decisions to acquire fit for purpose candidates. With more than two decades of experience on the continent, our recruitment expertise spans across professional, senior and executive management roles in the following industries: Industrial, FMCG, Financial and Professional services, Energy and Natural resources, Life Sciences, Media and Technology
and Automotive.
Our lineage of expertise from around the world helps us to infuse global best practise with local knowledge so that we can find and grow world-class teams that increase organisational performance.
We have a dedicated qualified team and sustainability programme, allowing us to keep abreast with new trends and the changing needs of our clients. In a time where women empowerment is a top agenda item for governments and businesses, we have started tracking gender statistics in our international repertoire, ensuring that we assist our clients to achieve gender parity and inclusive growth. At AIMS South Africa, we believe that happy staff are synonymous with high performers and are passionate about the organisational happiness of our client companies. ■
Be part of our great expansion.
W: www.aimsinternational.com/za
It’s hard to think of life without technology. From being able to stream movies on Netflix, asking Alexa to play our favourite songs or just being able to Google the weather, latest soccer scores or answers to life’s most puzzling questions – technology is playing a central role in the way we work, play, and do business.
What’s even harder to fathom though, is that most of these platforms only came into existence two decades ago. As Shanaaz Trethewey, Chief Operating Officer for Comcorp South Africa explains, one of the main reasons for this rapid growth is our insatiable desire for instant gratification and feedback.
“Digital business is a very real part of our daily lives because we want to work faster, respond to problems faster and adapt to changes faster. The only way to achieve this is with technology, and it has become a non-negotiable that companies have the right people, processes, and culture to execute their digital strategies. Only then will they be able to continue to keep up with the rapid pace of today’s consumer,” she says.
As a reputable software innovator with over 25 years’ financial industry expertise, Comcorp is determined to advance business efficiencies and increase productivity through digital processes, whilst minimising risks associated with not doing proper consumer due diligence.
Trethewey unpacks some of the top trends for consumerfacing businesses who are focused on improving their digital foundation and processes.
This is core for any business regardless of whether it has a B2B or a direct-to-consumer offering. The population is rising, with millennials and Gen Z who grew up with mobile telephony and the internet of things, now maturing into primary income earners and customers.
Not being able to appeal to them and maintain relevancy in their lives is a major concern. Those businesses who don’t take radical steps risk not just losing significance, but at worst, becoming completely obsolete.
Technology is part of the fibre of businesses and the foundation of any business’s value proposition will, no doubt, be based on how technical solutions bring easier, more responsive, and greater value to the end consumer.
Today's consumers want to complete most of their business online. They dislike physically applying for services such as opening a new account, applying for credit, filing insurance claims, or signing up for medical care. Despite all the efforts to digitally transform customer experiences, one process remains a challenge – customer onboarding.
Businesses battle to satisfy customers with an easy, streamlined process while protecting themselves from fraud. Compliance is there for a very real and relevant reason. All business roads lead to the end customer, making it crucial that correct checks and balances are intact. It’s imperative that we ensure the end user is who they say they are, with valid credentials, to protect ourselves but also provide consumers the assurance that they aren’t subject to identity theft.
Most consumers want to do their part and authenticate themselves when applying for a loan, a car, or a phone. It’s more about “how” it’s done that makes all the difference to them. A seamless and embedded compliance procedure is the solution – reducing the friction in what can be a clumsy or cumbersome confirmation process.
The financial sector in South Africa may be a bit far from the
reality of open banking where consumer’s financial data is easily accessible. However, the growing trend of being able to access other forms of information, with consent, is one we cannot ignore.
Today’s consumer is used to having their data stored virtually, if on their phone, on an app or in the cloud. Businesses will need to adapt their processes and understanding of how data, financial or not, can be accessed so they can respond to their client’s needs seamlessly.
Biometric identification has been around for several years, with products like iris recognition at the forefront of the delivery of identity checks. Biometrics will become critical as widened anti-money laundering and anti-terrorism legislation comes into effect in February 2023.
Increased regulatory vigilance affecting a wider range of financial and non-financial companies means having to implement stricter consumer due diligence, including identification and verification. Biometrics will therefore become even more necessary.
Also, exploring its use in industries outside of traditional financial services, allows businesses to engage with potential customers and gain assurance that staff on the ground are working with whom they should be.
Easily obtainable credit increases the risk of consumers over-extending themselves. Objectivity, consistency, and a quick response time is something all businesses need to consider, as failure to do so will cause a negative impact later on, as consumer’s affordability decreases.
Businesses have a duty to assess the consumer credit risk profile via direct-to- source information, both from an expense and from an income verification perspective. Responsible lending is a marriage between ensuring effective identity verification, and the complete/accurate affordability assessment. Having those seamless processes line up will allow some businesses to rise above the rest as we progress into the new year.
“Although cumbersome digital processes can limit the ability of businesses to grow – the solutions to solve these challenges are not so far from the doorstep of local businesses. A solid digital foundation, securing credible partnerships and implementing innovative software, is the way of sustaining growth plans,” Trethewey concludes. ■
For over 60 years VEGA has provided industry-leading products for the measurement of level, density, weight, and pressure. As the inventor of the modern radiation-based measurement system and the first to introduce a twowire loop powered radar, VEGA has a strong tradition of product development and improvement. VEGA has also added optional Bluetooth technology to PLICSCOM, a detachable display and adjustment module.
Production processes are becoming ever-more complex, making it extremely important that the measurement technology used to control and monitor processes is even more understandable and intuitive. VEGA has set itself the goal of developing innovative measurement technology that is easy to install and operate and offers maximum safety and reliability.
VEGA employs over 2 100 people worldwide, 1 000 of whom work at its Germany-based headquarters in Schiltach in the Black Forest. For over 60 years VEGA has conceived and brought to realization, a range of solutions to demanding measuring tasks for chemical and pharmaceutical plants, the food industry, drinking water supply systems, sewage treatment plants, landfills, mining, power generation, oil platforms, ships, and airplanes.
VEGA is active in over 80 countries, with its globe-spanning network of subsidiaries and distributors. The company and its products have all the necessary certificates and approvals for worldwide application, and this pertains to technical safety as well as the quality of its products and services.
As a global leader in level, switching and pressure management, VEGA continues to focus on the development of innovative, trend-setting products and solutions that inspire. Through a sense of simplicity and focus on people VEGA looks toward the future with curiosity, locally grounded and globally connected giving values a home. VEGA is the HOME OF VALUES. ■
For many organisations, the last few years have been the most disruptive in living memory. Organisations and their IT teams have had to accommodate huge changes to the way people work and deploy new technology tools to support their teams while unlocking new capabilities to meet changing customer demands.
Since the start of the pandemic, organisations have had to enable remote and hybrid work environments, digitise their supply chains to better deal with disruptions, and use technology to develop new business processes and revenue streams, all the while delivering an exceptional customer experience.
Despite the worst of the global pandemic seemingly over, spending on digital transformation continues apace. Global investment into digital transformation was expected to reach $1.8 trillion in 2022, a 17.6% increase over 2021. By 2024, it is expected that direct digital transformation investments will account for 55% of all ICT investment.
Despite this abundance of digital transformation initiatives, few companies achieve the outcomes they seek. One survey found that only 14% of companies that have begun digital transformation projects have seen sustained performance enhancements as a result.
For technology companies and their partners, this poses a serious challenge. Every digital transformation project that falls short of expectations is a wasted opportunity for innovation, not to mention the sunk costs and time.
The customer expectations of what their digital transformation should achieve have also changed. Common expectations for modern business transformation initiatives include clear, positive business outcomes, an exceptional customer experience, and a high level of engagement velocity to ensure the project runs smoothly and can achieve its milestones according to strict timelines.
The reasons for failure can vary. Typically, digital transformation projects fail because of a lack of clear goals, poor leadership support, ineffective change management which may lead to internal resistance, lack of suitable skills, and poor understanding of the current state of the business and how the digital transformation is meant to enable new capabilities.
However, common digital transformation challenges can be overcome. In our experience working with organisations across the continent and the world, the following four methods can greatly improve the chances at digital transformation success:
One of the biggest obstacles to a successful digital transformation initiative is a lack of clarity over what the transformation is meant to achieve. Is the business seeking efficiency gains in high-priority business processes? Does the
Every digital transformation project that falls short of expectations is a wasted opportunity for innovation, not to mention the sunk costs and time.
business need new capabilities for managing its workforce, or is it a matter of meeting changing customer expectations? Without a solid business case, digital transformation initiatives will fail to illustrate value since there's no clear way to measure progress.
Technology companies and their implementation partners have well-developed tools and processes to help organisations measure their present level of digital transformation maturity, identify clear areas for improvement, and then provide input on a transformation plan that aims to deliver gains in the priority areas.
One of the biggest changes in how organisations adopt and consume new technologies and associated capabilities is in the concept of continuous value generation. Digital transformation projects are no longer only measured by the immediate outcomes, but also in how the organisation can continuously generate greater or different forms of value from their investment.
For example, a retailer that invested in a new customer loyalty system may want to use the data from that system to deliver hyper-personalised offers, or even launch new products and services tailored to customer preferences. Rather than start an entire transformation project from scratch, the retailer would benefit from simply building on what has been done to date, ably supported by expert partners that can guide the project to a successful outcome. Technology companies and implementation partners therefore need to look beyond just one successful project and take an approach of continuous value generation. It's less a case of knock-and-drop and more a case of partnering for the long term.
A lack of appropriate skills can undermine the success of any digital transformation initiative. The IDC estimates that IT skills shortages will affect 90% of organisations by 2025, at a cost of over $6.5 trillion.
Without access to the correct skills, organisations will fail to successfully complete digital transformation initiatives, and
will not generate the desired value through new digital capabilities.
In response, organisations should invest in programmes and partnerships that can ensure a steady mix of relevant skills. This can be done through internal skills development initiatives, collaboration with partners that have the correct skills mix, or through other skills development programmes.
Initiatives such as SAP Skills for Africa, for example, provides African organisations an opportunity to secure SAP-trained graduates that have gone through a monthslong work readiness and skills development program and can make an immediate impact on digital transformation efforts.
3.
No digital transformation initiative can succeed when endusers don't adopt the new capabilities to drive the desired outcomes. In fact, a poor change management program can undermine the entire project's success at the last mile, scuppering months of work and leaving the organisation with lower levels of competitiveness.
However, the opposite is also true. From internal resistance to change to poor adoption of new capabilities, several common challenges with successful transformation initiatives can be addressed through an effective change management program.
And yet, only 34% of change management initiatives are a clear success, and half fail outright. Here, technology partners can play a vital supporting role. By providing insight into common obstacles and best-practices from similar projects elsewhere, technology partners can help organisations identify high-impact areas for effective change management and ensure business users are supported and enabled all along the way.
This can drive greater adoption of the new capabilities that resulted from the digital transformation project and help the business drive positive outcomes that can boost competitiveness, unlock new revenue streams, drive innovation and achieve efficiency gains in the project's priority areas. ■
Maths Centre, accredited by ETDPSETA, implements projects in maths, science, ECD and 4IR basic skills. Teacher and learner development ensures higher learning chances for disadvantaged youth, Grade R-Grade 12 as well as TVET colleges.
T: +27 (0)11 276 8200 | +27 (0)83 555 5622
W: www.mcis.org.za CONTACT INFORMATION:
Kemtek’s Divisional Commercial Director, Mark Broude, is no stranger to hard work – nor to Kemtek’s numerous Auto ID principals and resellers. In almost 20 years with the company, he has overseen remarkable growth by following a simple rule: he always puts people first and looks to see how technology can be used to create opportunities.
When your job is your passion
Mark is a man who loves his job, and loves Kemtek. That’s reflected in the long hours he puts in (a typical working day for him begins at 4am) and the evident satisfaction he derives from the achievements of his team. Mark’s main role is supporting his team as they in turn support Kemtek’s network of resellers through creating opportunities and introducing new products.
Mark’s personal highpoints include the many turnover records he and his team have set. The fact that Kemtek has a reputation as the most honest distribution company in their sector, with many happy and loyal customers, is also something that Mark is proud of. Kemtek has held true to their strategy of only selling to resellers. This approach has meant that, via the reseller network, Kemtek has been able to assist many smaller companies to grow and thrive.
Despite having overall responsibility for multiple brands and hundreds of products, Mark explains that his hugely experienced team take this in their stride. He also points to the fact that his division doesn’t operate in isolation, but is closely integrated with Kemtek’s marketing, logistics and administrative divisions – and that they all strive to deliver the best possible customer service.
By introducing new technologies to the market, Mark sees Kemtek’s role as investing, not just in the company’s own future, but also in that of their resellers. In his position, he has his finger on the pulse of technological innovation, and he’s excited by the extent to which sustainability has become a focal point in recent years. In the Auto ID space, linerless labels are a great example of how innovation can reduce waste and carbon emissions.
Looking ahead, Mark believes that many more products and services will be cloud-based, and that intuitive ease of use will become a key selling point. He is confident that Kemtek will be the key supplier in the AutoID sector with the relevant hardware to facilitate this. He believes that many of the challenges businesses will face going forward will be related to the scarcity of resources, and that technology has a role to play in enabling businesses to achieve more with less.
He also foresees consumers returning to bricks and mortar stores in greater numbers, which will be both a challenge and an opportunity for retailers. Here again, Auto ID solutions can assist retailers with pivoting towards hybrid online and offline business models, and to enhance their own sustainability credentials.
With faster, smarter technology, Auto ID solutions will increasingly become an essential part of our everyday lives.
Mark enjoys finding solutions to business challenges, and as a result, he’s excited about many of the innovations currently being developed. He is particularly enthusiastic about innovations that allow companies to grow whilst actively reducing their ecological impact. He believes this form of technology will become increasingly important as businesses adjust to operating in a resource-constrained environment.
He sees Auto ID becoming more important in all of our lives, as the ability to uniquely identify, track and trace assets increases in both business efficiency and personal convenience. ■
To connect with Broude
T +27 (0)82 887 2586
E markb@kemtek.co.za
W www.kemtek.co.za
Kemtek distributes an extensive range of digital commercial, wide format, signage, label and packaging printing, and auto ID products from the world’s leading technology brands to industry. From standalones to end-to-end solutions, all are backed by after-sales technical expertise and support from our experienced experts in their fields.
HP Indigo digital presses are the industry standard for multiple solutions in commercial, signage, label and packaging printing. Indigo presses are ideal for all segments, any customer and every need –long, medium or short runs.
Epson SureColor large format printers combine outstanding colour technology with exceptional productivity and flexibility to optimize printshop opportunities and maximize profit margins.
Print high-quality, customised colour labels, tickets and tags inhouse, as and when you need them. Epson on-demand inkjet colour label printers help eliminate delays, disruption, waste and inconvenience.
The unique ScanNCut is a totally standalone scanning and cutting machine that requires no connection to a PC. It is perfect for both hobbyists and businesses.
Brother labelling systems enhance organisation and efficiency in all areas of workspace and electrical usage, home offices, households, schools, healthcare and more. Products include Brother P-touch and QL label machines and a broad range of durable tapes for an endless variety of applications.
Crosscall manufactures versatile, powerful and highly robust (military-grade, multi-resistant) smartphones and tablets for professionals across a wide range of fields and environments. All boast a comprehensive list of features and accessories.
Kemtek distributes an extensive range of bar coding, RFID and related products from the world’s leading original equipment manufacturers to industries in southern Africa and beyond. These include scanners, mobile computers, printers and consumables for retail, warehousing, manufacturing and logistics, food, healthcare and many more sectors. Kemtek also operates its own ribbon slitting facility.
For more information on these products, contact Mags Govender on +27 (0)11 624 8000, email him at magsg@kemtek.co.za or visit our website at www.kemtek.co.za
Several advantages make owning commercial or business property a viable prospect for small businesses. These include the benefit of asset appreciation, control over interior design and renovations, security of tenure and avoiding above-inflation rent hikes.
Commenting on this topic is Shane Padayachy, Area Manager at Business Partners Limited who explains that the process of acquiring funding for business property “involves more rigorous vetting procedures and due diligence than applying for residential property.”
In general, small business owners need to ensure that their application will inspire confidence in the financier, providing assurance that the purchase is financially feasible both in terms of the future value of the asset and the track record of the business purchasing the business property.”
Financiers interrogate funding applications on three fronts: the state of the client’s business, the viability of the transaction and the value of the property being acquired. Research and preparation are therefore key to successfully securing funding for commercial property. This relates to both how supporting documents and information on the business itself are collated and presented, as well as aspects that position the property in a favourable light as a good investment.
Apart from the documents required for FICA purposes, SME financiers and other financial institutions will require a detailed business plan as part of the application. This will need to be accompanied by a strong finance proposal backed by the business’ annual financial statements.
As Padayachy asserts: “Some of the factors that financiers consider when reviewing funding applications include the credit history of the business and in many cases also the credit record of the owner.
Arguably the most important aspect that will be reviewed is the state of the business’ cashflow management. As our quarterly SME Index continues to demonstrate, cashflow remains the number one challenge for South African SMEs. As such, applications need to shed light on whether consistent, adequate and sustainable cashflow will be maintained over the loan period and how any potential shortfalls will be subsidised.”
In terms of the property itself, financiers may require applicants to provide information on the history and current condition of the property, including aspects such as whether it has been well maintained and if any major structural issues have been identified. Required documentation will include the purchase agreement from the estate agent or current owners, as well as any rental agreements that may apply to current or future tenants (in the case of plans to sub-lease).
“Apart from its financial viability, the location of the property will play a pivotal role in the decision-making process. Financiers will consider aspects such as crime rate, the reliability of public services in the area, proximity to competitors, the condition of surrounding buildings and whether any new developments are planned in the area. Entrepreneurs also need to ascertain whether the property complies with municipal regulations. This will influence the ability to raise finance as well getting the property properly insured,” advises Padayachy.
After the research and preparation process has been completed, SME owners are advised to review their options in terms of the interest rates and repayment options made available by banks, lenders and independent financiers.
The major factors that entrepreneurs will need to consider at this stage will be lending rates, term, the size of the bond and any related fees. In terms of fees such as administration, payments to attorneys for legal services and VAT, SME owners need to enquire as to whether these costs will be incorporated into the loan amount or whether they will become payable separately.
The distinction between commercial and residential properties will have bearing on the loan term, given that business property is regarded as an income-generating asset. Generally, therefore, banks will expect loans to be paid off faster than residential bonds.
“Although SME owners may intuitively think of banks as their primary option for funding, we encourage established entrepreneurs to consider alternatives,” says Padayachy.
"Our research and experience have shown us that in the initial
stages of securing financing for commercial properties, one of the major pain points for small businesses is accumulating enough capital for a deposit. A deposit-free funding option may be more viable and accessible. In these cases, SME owners need to understand the conditions of a deposit-free loan and how it differs to traditional financing.”
As an example, Padayachy references Business Partners Limited’s offering, tailored for SMEs who are considering purchasing commercial property. One available option is a transaction that offers an advance of up to 100% of the financing required, subject to conditions relating to the nature and usage of the property. These deals may involve an increased cost of funding to obtain the finance but allows the Business to invest cash flow into the operations which will in turn stimulate growth and increase profits.
“Owning their own business premises, developing residential complexes for resale or student accommodation is within reach for many SMEs provided they find the right financier. We encourage SME owners to explore their options, review their budgets and weigh up the long-term benefits of different funding options. Investing in commercial property can be a powerful next step for an entrepreneur, so it’s important to make a well-informed decision based on your current reality and your projections for the future,” concludes Padayachy. ■
KamPro’s policy is to produce and maintain a highquality product, with top-of-the-line service that caters to clients’ specific project needs. Its products conform to relevant SABS standards whilst striving to ensure that programme dates are met, and completion dates attained.
The company provides a holistic approach to maintenance, building, and associated services in Cape Town. KamPro tackles everything from complex large projects to smaller jobs, including its latest business venture in solar installations.
The electric fencing division was established in 2012. With an established background in electrical contracting, servicing major construction and development companies in Cape Town, it was started as a tributary branch of Kamish Electrical, catering to the electrical and security market, but quickly established itself as one of the leading electric fence installation companies in Cape Town.
KamPro director Yusri Kamish, took an interest in green energy in 2014, attending numerous training courses in photovoltaic electrical and green solar energy generation in the hopes of one day pursuing this new avenue.
Interest in solar energy then was not what it is today. Although Eskom was already headed for disaster, the extent of the problem was always "swept under the rug" and South Africans were under the impression that they had a fairly stable grid. It was not until the advent of loadshedding that South Africans realised that they could not depend on Eskom to provide a stable electricity supply to meet the growing demand.
Coupled with the rising electricity costs, it was clear that solar energy was the only way to go.
Recognising a need for backup solutions for its clients, KamPro realised that it could provide a solution with its extensive electrical background, access to major electrical suppliers at wholesale prices, and the experience of its directors who have successfully completed training in solar energy.
The electric fencing division then officially branched out to a solar energy and inverter solutions.
Having gone through much trial and error with different brands of solar and hybrid inverters, batteries and solar panels, the electric fencing division soon established which brands and components were best suited to deal with loadshedding, as well as equipment that is scalable to accommodate future degradation of SA’s electricity supply.
KamPro’s brand serves the full spectrum of the construction industry, with professionals in a variety of fields – bricklayers, plasterers, joiners, plumbers, tilers, and electricians – allowing it to deliver outstanding hands-on service and a pleasant experience.
Every installation requires high quality workmanship and
meticulous attention to detail, which is delivered by KamPro’s team of professionals.
Services include, but are not limited to:
• project management
• construction
• renovations
• waterproofing
• windows and doors
• seamless aluminum gutters
• solar installations
Maintenance team: KamPro’s quotations are fast, and its service is quick and professional. It provides quotations within hours for reactive maintenance and is able to quickly deploy a professional.
Residential property maintenance: KamPro also provide maintenance to residential clients, from waterproofing emergencies to boundary wall construction and everything in between.
Compliance: KamPro’s team consists of multiple trades, and it is able to provide compliance certification for the sale of properties and deeds office requirements.
Home security: electrical fencing, CCTV, intercoms & home automation: KamPro is proudly associated with EFI electric fence installers. EFI is one of the leading and most highly rated electric fence installation companies in Cape Town providing domestic, commercial and industrial installations at affordable rates. EFI is a subsidiary company of KamPro.
Electrical contracting: KamPro’s associate company Kamish Electrical has a legacy in electrical contracting in Cape Town. It has operated in the electrical industry for over two decades, working with the largest building contractors in Africa.
Pest control: KamPro provides a vast range of pest control services, from rodents and bugs to bird protection.
Cleaning and sanitising solutions: KamPro provides cleaning solutions for domestic and commercial properties. It is able to sanitize as well as provide normal cleaning services to rental properties, estate agents and developers. It also provides ongoing contract cleaning services for malls, offices, workspace and homes.
Turnkey solutions for new and existing projects: KamPro excel at turnkey projects which include construction wet works, brickwork, plaster, skimming, carpentry, ceilings, partitioning, plumbing, electrical, joinery, tiling and painting. ■
W www.kampro.co.za
E info@kampro.co.za
The increasing frequency and unpredictability of extreme weather events demonstrates that no one is spared from climate change. To help mitigate this crisis our planet urgently needs smart solutions. Every organisation, government and individual have a role to play.
By Zuko Mdwaba, Area Vice President at Salesforce South AfricaFor companies, their brand, reputation, and financial position all depend on having tangible climate action plans. Indeed, according to Salesforce research, 78% of customers say environmental practices influence their decision to buy from a company.
The first priority in their net zero journey must be to reduce emissions. Each organisation should set a 1.5 C goal aligned with science-based targets while focusing on deeply reducing its absolute scope 1, 2, and 3 emissions.
However, reaching these targets is dependent on long-term systemic changes that will take time to perfect. Companies therefore need solutions today that can have a more immediate impact whilst they work towards their long term emission reduction goals.
Investing in high-quality carbon credits – when made and used well – can play a critical role in an organisation’s comprehensive climate strategy. Businesses aiming to achieve long-term emission reductions can complement their efforts with high-quality carbon credits. Projects can include forest conservation, tree planting, wind farms, solar cookstoves, or better farming methods.
The path to purchasing carbon credits can be complex. Buyers want to trust that the carbon credit projects have a positive impact. In addition, providers of carbon credits don’t always have the traditional sales and marketing mechanisms they need to successfully bring credits to the market. This is why Salesforce recently launched Net Zero Marketplace, a trusted platform that makes carbon credit purchases simple and transparent, allowing organisations to accelerate climate positive impact at scale.
At Salesforce, our vision for Net Zero Marketplace is threefold: everyone engages in climate action; carbon credit purchases become trusted and transparent; and we energise the “ecopreneur” revolution and scale impact.
To reach a net zero future all roles should be sustainability roles. We’re going to need an army of qualified individuals working together – from carbon accountants to scientists to ecopreneurs. Yet despite both good intentions and pressure to meet ambitious climate goals, businesses are facing a severe shortage of sustainability talent available to help meet their commitments.
Leveraging a company’s existing workforce can be a powerful solution to solving the sustainability talent gap. According to Salesforce research of 1 297 global workers, over 8 in 10 want to help their company operate more sustainably.
While 3 in 5 are eager to incorporate sustainability into their current role, 88% said a lack of investment in training towards those qualifications is stopping companies from reaching their sustainability goals.
By upskilling existing workers who want to make the jump into sustainability careers, companies can source talent for hard-to-fill roles, while helping employees work towards something they're passionate about.
As sustainability continues to stay at the forefront of stakeholders’ minds, it’s imperative that business leaders combine short term solutions with long term changes to how they operate.
Through re-evaluating how to create sustainability roles, hire and retain sustainability talent – by providing the right tools and training – they can ensure everyone can become part of the movement towards a net zero future. ■
The path to purchasing carbon credits can be complex.Closing the sustainability talent gap
Solotek Power Africa is an innovative technologydriven renewable energy company that offers the South African consumer, energy security at an affordable price. Beneficial to the commercial and residential sectors, Solotek offers its clients the opportunity to secure huge savings and the convenience of power on demand.
In conjunction with this, the company has a solution for property owners to take advantage of additional revenue applications (PPA). This includes solar PV, carbon tax rebates and energy vaults. Supplying uninterrupted power to the commercial and residential markets, including corporate and residential estates, commercial office parks and retail shopping centres, Solotek has partnered with some of the world’s leading energy pioneers to reduce consumers’ power spend and implement long-term, sustainable energy strategies, both for savings, convenience of power and for revenue generation.
Solotek’s vision to offer clients uninterrupted affordable energy security, customized and tailored to each client’s requirements. The company also prides itself on building sustainable relationships with its clients by offering them an improved value on products, services and delivery of energy solutions, all built on a foundation of integrity, honesty and
SA Harvest’s Ali Conn has been awarded the prestigious accolade of being among Africa’s 100 Brightest Young Minds, in an initiative endorsed and supported by the African contingent of the World Food Programme (WFP), a United Nations (UN) initiative, which underscores the significance and impact of BYM on the African continent and globally.
Brightest Young Minds (BYM) is a prestigious awards organisation that identifies and honours young individuals who are making a positive impact in their fields and communities. It provides them with a platform to showcase their work and achievements. The organisation is committed to supporting the growth and development of young talent on the African continent and creating a brighter future for all.
As a recipient of this award, Ali Conn has been recognised for his exceptional contribution to food rescue and hunger relief organisation SA Harvest, which is dedicated to improving food security and nutrition in South Africa through a unique model of food rescue and systemic intervention. The organisation’s ultimate goal is to end hunger in South Africa.
The recognition of being selected as one of Africa's top 100 brightest young minds is testament to Conn's hard work, dedication, and impact, both through his involvement with SA Harvest and his individual achievements.
Ali Conn is a former creative producer who has previously worked on international productions, including X Factor UK, Nitro Circus, Afropunk and others, and has also worked with Qatar's leading independent production house, servicing documentaries for companies including National Geographic and Animal Planet.
He has worked with stars such as The Rolling Stones, Ed Sheeran, and Cristiano Ronaldo. In 2015, he changed tack to
respond to the dire hunger crisis in South Africa and founded the non-profit UPcycle Project, which was later invited to join Western Cape's greening initiatives.
Then in 2019, Conn joined SA Harvest, a non-profit organisation that aims to create equal access to nutrition and eliminate waste in the food chain in South Africa. He champions innovation, design, storytelling and amplifies SA Harvest's voice where it matters, and has contributed to SA Harvest having rescued 11 million kilograms of food and delivering 36 million meals to communities in need, in just 39 months. In 2022, he was selected for the list of Top 200 Young South Africans by the Mail & Guardian, and Africa’s 100 Brightest Young Minds by the BYM organisation.
“It’s incredibly humbling to have been selected for this award, however, it’s the SA Harvest team who deserves the recognition. What the team has done in the past three years is absolutely breathtaking; each and every one of the SA Harvest team members are my inspiration and I’m so proud to be part of a team that’s changing the country’s food landscape for the betterment of all South Africans,” said Conn.
Alan Browde, CEO and founder of SA Harvest, says: “Ali Conn is not only exceptionally bright, he is also an unusual, out-of-the-box thinker. This attribute, combined with his powerful creativity has made a significant impact on SA Harvest’s ability to make a difference to millions of lives over the years. He deserves this accolade and the SA Harvest is proud of him.” ■
If you could save on your water bills, ensure that your plants don’t suffer during dry spells, and contribute to saving our country’s most precious natural resources, all in a simple, cost-effective way, would you be interested?
Rainwater harvesting is an easy way to re-use water that would otherwise disappear down stormwater drains. Collected natural precipitation provides a renewable supply of natural, soft, clear water, without harming the environment. In fact, harvesting rainwater can assist in preventing flooding in highly built-up urban areas, and can reduce the runoff of pollutants and pesticides into rivers and streams.
There are a variety of simple ways to collect, direct, and harvest rainwater, namely raintanks, permeable paving, gutters, and channels.
1. Raintanks
Harvest rainwater from your roof, and collect, and store it with raintanks, from where it can be distributed. There are many benefits to collecting rainwater in tanks and other storage containers, including:
• Reduction in the use of municipal water.
• Lower water bills.
• Reduced flooding and erosion.
2. Permeable paving
The increase in impermeable surfaces in urban areas has caused an increase in flooding and pollutant runoff. Stormwater flowing across streets, sidewalks and gardens picks up contaminants such as litter, spilled oil, detergents, solvents, dead leaves, pesticides, fertiliser, and bacteria.
Natural filtration of water through soil is the simplest way to control these pollutants, and is a direct advantage of permeable paving or other man-made soak-aways.
3. Gutter systems
Gutters can be used to direct rain water to storage containers, rain tanks, or specific areas in your garden. Sometimes, the force of rainwater directly onto pot plants, ponds, or garden beds from gutters can be too strong and needs to be softened. Place pebbles or gravel to break the force. Selected mulches around these areas can act like sponges that absorb water and then releases it slowly into the soil.
4. Channelling
You can direct stormwater to specific parts of your garden using channels, culverts, or troughs. Create ‘dry riverbeds’ using a lined channel covered with a variety of pebbles, rocks, and stones in various colours and designs. Detect where the water comes from, e.g. roofs, hard surfaces, and streets and decide where you want it to go in your garden.
Save water, spend less money, and ensure that your plants always have water by harvesting rainwater.
Naidu, Director of Sales and Marketing at Devmco Realty, leads her sales team successfully and inspires and motivates others with her determination and tenacious nature.
The property development industry is a fast and challenging environment, dominated heavily by males. Naidu has had to be adaptable and flexible in the industry she is in.
“There is never a dull moment. I constantly have to rearrange my diary, and I’ll always make time to have a cuppa with a client,” she says.
Devmco Realty strives to be the market leader in real estate service – always conducting ethical business practice, showing integrity, being proud of the long-lasting relationships they have built, providing personal and professional service, being accountable and showing exceptional teamwork.
Over the last seven years, Naidu and her team have been responsible for taking five major Sibaya projects to the market and have had a resounding success in every single one.
“In my career I can proudly say I have been a part of some historical sales launches,” says Naidu. “OceanDune Sibaya was the first project in Sibaya to go to market which I spearheaded and sold out 90% on the day.”
Naidu manages the five projects in the Sibaya precinct: OceanDune, Pebble Beach, Gold Coast, Parc, and Salta Sibaya. As Naidu says, Devmco Realty exudes a fantastic company ethos, demonstrates great teamwork, and has amazing support from the shareholders.
“Director of Devmco Group, Charles Thompson leads by example, and is truly one of the best I have worked with in the industry,” she adds.
“The property industry can be demanding with long hours, but that comes with the territory. It can be extremely rewarding if you put in the effort, get a great mentor and join a reputable real estate agency.
“If you see your future in property, work hard and be prepared for sacrifice. You have to love what you do, be a people’s person, keep abreast with the latest digital technology as it is an integral part of the job as is marketing, and be honest. Get educated and get a real estate license,” advises Naidu.
Naidu is a dedicated wife and mother and works hard to achieve everything she sets out to achieve.
“My late father, Moon Dhaver, had the kindest soul. He was humble yet bold. He was a very successful farmer and held so much knowledge. I mirrored his leadership skills, and I am who I am because of him,” Naidu concludes.
Naidu epitomises the values of Devmco Realty, which are integrity, professionalism and expertise and offers her clients personalised and honest service. Her experience ensures she is able to offer her clients expert advice and support them to make the best decisions with regards to property. ■
As part of Devmco Group, Devmco Realty is a market leader in premium luxury real estate spearheaded by a dedicated team of passionate property professionals, selling off-plan developments on KZN’s North Coast including Sibaya’s OceanDune, Pebble Beach, Gold Coast Estate and Salta Sibaya within the Sibaya Coastal Precinct. Devmco Realty has a dynamic team with a wealth of knowledge and experience in the luxury property market, with record-breaking sale rates in off-plan developments.
Being a female leader in the property development industry is tough, and with a tenure of almost 30 years in the property development game, Pam Naidu’s commitment to her career has meant she has taken every challenge in her stride – and succeeded.Pam Naidu
Yale Lifting Company is a leading supplier of lifting and material handling equipment in Southern Africa and is part of the CMCO group. We benefit immensely from the CMCO group's 140 years of experience in materials handling solutions.
We are also members of the Lifting Equipment Engineering Association of South Africa (LEEASA), and numerous of its employees are also voluntary members; this makes us a go-to for all your lifting needs.
You can depend on us for the assembly and distribution of the following:
• hoisting equipment
• pallet trucks and stackers
• jacks and tools
• load testing attachments
• weighing systems
• round and flat webbing slings
• ratchet lashing systems and projecting
• rail lifting and movement equipment
• actuators
• rotary joints
• maintenance and service
We also offer equipment maintenance and training services to help extend the life of your equipment and reduce the risk of accidents or injuries in your lifting project.
Our broad range of equipment is sourced from worldclass brands with whom we have a long-standing and loyal relationship.
YALE, the leading brand in Europe for manual and standard hoists. In 1877, Yale produced the first sprocket with a load pressure brake.
TIGRIP offers the ideal load-handling device for every application; have been synonymous with reliability, quality and safety for over 35 years.
CAMLOK is one of the leading manufacturers of grippers and clamps for the steelmaking, construction and railway industries.
PFAFF offers high-quality design solutions tailored for use in hoists & conveyors, stage technology and drive technology.
DUFF NORTON, a worldwide manufacturer of mechanical actuators, linear actuators, electric cylinders and rotary feedthroughs in inch thread design.
STAHL CraneSystems offers the most comprehensive range of hoist technology and crane components.
All our partnering brands help us to help you meet your lifting needs. Our mission is to raise your expectations to the highest level. Who better than these brands can help us raise them high and meet them?
If you are not doing your lifting with us, then you are not doing it right. Knowing the many risks involved in lifting, are you sure you want to go on?
We can help you from start to finish, whether you need training for your workers before starting, need us to service your equipment, or need us to supply you with quality, global brands. Visit
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KwaZulu-Natal (TIKZN) is the official trade and investment promotion agency for KZN, with a statutory mandate to position the province as a premier destination for investment and a leader in export trade.
TIKZN uses its expertise and experience, as well as national and international networks to grow the competitive advantage of KwaZulu-Natal (KZN), ultimately contributing towards the province and the country’s economic growth.
The agency is an entity of the Department of Economic Development and Environmental Affairs (EDTEA). TIKZN provides information and identifies, develops and packages opportunities for businesses looking to establish or expand operations in KZN. Support is ongoing to enable the ease of doing business in the province, encouraging retention which protects existing jobs, and also creates the bulk of new direct and indirect jobs in the local economy.
While KZN is the second largest economy in South Africa, it is battling socio-economic challenges like the rest of the country. It is for this reason that TIKZN links investment opportunities to the developmental needs of the people of KZN. Existing and well-established businesses also contribute to bettering the local socio-economic environment and assists in improving the trade balance.
Local businesses are supported to access international markets for export. This is done through leading outgoing trade missions to expose South African operators and their products and services to the global business community and assisting them with the facilitation of business processes.
KZN being home to the country’s two largest ports – Durban
and Richards Bay- ideally positions the province for ease of both import and export, also making it a gateway to the rest of the African continent.
On 6 March 2023, TIKZN with partner EDTEA entities Richards Bay Industrial Development Zone, Dube TradePort, Tourism KwaZuluNatal, Ithala Development Finance Corporation and KZN Growth Fund, will host the “Doing Business with KwaZulu-Natal Dialogue”. Themed “KwaZulu-Natal is Open for Business” the dialogue will feature a panel of CEOs from the private and public sectors. Engagements will centre on investment opportunities offered by TIKZN, partner economic development entities and the private sector. Speakers will provide first-hand experience of the success of the partnerships between business and the public sector, specifically EDTEA entities mandated to drive economic growth in the province. We invite business leaders, investors and interested stakeholders to join the dialogue and engage on doing business in KZN. ■
T +27 (0)31 368 9600
E: info@tikzn.co.za
W www.tikzn.co.za
Trade & Investment KwaZulu-Natal in partnership with Richards Bay Industrial Development Zone, Dube Trade Port, Tourism KwaZulu-Natal, Ithala Development Finance Corporation and KZN Growth Fund invite you to: “Doing Business with KwaZulu-Natal Dialogue”. This panel discussion themed “KwaZulu-Natal is Open for Business,” will include CEO’s from the private and public sector.
on
or e-mail sbongile@tikzn.co.za
Breaking the stereotype of finance people, Emile Langenhoven, General Manager of the luxurious Lanzerac in Stellenbosch, illustrates how a background in finance can help diversify your career path…
Emile Langenhoven
General Manager
On meeting Emile Langenhoven, the first thing that comes to mind is how personable and charismatic he is.
“Many people who study finance are more figures orientated, rather than people orientated. After studying I chose not to do articles because I knew that it would not be a fit for me,” explains Langenhoven.
“And that is how I started my career in the hospitality sector as a debtors clerk at Arabella and moved up to become an accountant, then Financial Manager at Victoria Junction, Park Inn and the President Hotel before joining Lanzerac.”
“One of the reasons I stayed in the hospitality sector is because it’s exciting to work with different personalities – we have creatives such as chefs, and then we have the more process orientated people such as the front office employees.”
Having joined Lanzerac in October 2014 as the Finance Manager, Langenhoven became the General Manager for the hotel and after that there was some movement in the winery, which then became part of his portfolio of responsibility.
“Because I was originally the Finance Manager, I had a strong grasp on Operations. Working in finance gave me the attention to detail that is so vital and when I combined this with openness to the people involved, I gained a broad, holistic view,” he explains.
Speaking passionately, Langenhoven highlights that a career in
the hospitality sector is always filled with new happenings or challenges. “Lanzerac has a rich legacy so we have a responsibility to retain the authenticity of the brand while looking at ways to stay current and enhance experiences. At any given time, we have three to four projects going on as we anticipate needs and find innovative ways to meet them,” says Langenhoven.
“An example of our innovation would be our conferencing facilities. We established several small boardrooms, and to some this did not make sense. But coming out of the Covid-19 pandemic people were holding smaller meetings and doing a lot of offsite meetings, so this was a great investment for us. Over the past few years we have also done major refurbishments and added new features such as a Vitality Corner at the spa, new menus and new experiences,” he adds.
But, Langenhoven notes that he is not solely responsible for the success of Lanzerac.
“We have an amazing team. A typical day starts off with a quick 15 minute standing meeting, which provides everyone with an overview. When I was working in finance, it was easy but when you become a General Manager your focus shifts and you become very aware of the responsibility you have to motivate and challenge your team.
“For me it is very important that everyone understands the functions and operations of the different departments – this helps bring about synergies and ideas of how to improve or innovate.
“Our biggest asset is that we are independent – things are not decided at an HQ in another country or city. We are more intimate and have creative liberty, which allows us to discuss opportunities collaboratively, and implement if it makes financial sense. As a team we are not complacent and always strive for perfection, which helps to push us further as individuals.” ■
W www.lanzerac.co.za
Only 25% of the world’s population is comfortable with changing the status quo and doing things with an innovative twist.
“These individuals are often called disruptors or innovators,” explains Juanita Vorster, a professional speaker on the topic of success in a disrupted world. “As businesses struggle to create success in their sectors that have been disrupted by technological advances, these individuals are now highly sought-after and rare.”
According to Vorster, the main difference between those who disrupt and those who are disrupted is their dependence on comfort.
“It is often not the physical difficulty of doing something differently that holds us back from change, but the emotional discomfort that goes along with it,” says Vorster.
This emotional discomfort stems from a complex combination of neurobiological, psychological, and sociological factors.
The human brain is designed to conserve energy as a survival mechanism. It does this by creating neural pathways that drive unconscious behaviour – habits – for tasks we perform
on a regular basis. Any new task or activity requires a lot of effort, and the brain will therefore always try to revert to habits that are already formed.
“Doing something differently is uncomfortable because we feel tired a lot quicker,” explains Vorster. “We are used to preparing for and dealing with cyclical change – like seasons that come and go – and are not often exhausted by it because there are periods of stability in this type of change.”
The nature of disruptive change differs from cyclical change; it is unpredictable and does not contain periods of stability.
Our personality types shape our dependence on stability. 75% of the world’s population prefers to operate in familiar environments and from skills they’ve already perfected.
“Disruptive advances require us to work in environments that seem to have changed overnight,” says Vorster. “It is understandable that the majority of employees will have a negative emotional reaction to the stability that businesses have to let go of to keep their doors open in a disrupted world.”
Emotional reactions to change often include anger, fear, and sadness. These emotions are not only driven by individual employees’ personality types, but also by the culture of the business.
When the culture of a business – the way we do things around here – is highly resistant to change, even highly adaptable individuals become uncomfortable with doing things differently.
“Groups – whether it be colleagues in the work environment,
or friends or family – set and manage their boundaries by showing acceptance or rejection of the behaviour of individuals,” explains Vorster. “If the behaviour of an individual threaten the group’s regular way of doing things, the individual might soon experience that they have been rejected by the group.”
“There is significant discomfort in being on the receiving end of rejection by a group, and this discomfort will often drive an individual to follow popular opinion rather than follow their own choice,” says Vorster.
This play between acceptance and rejection manipulates how easily people in businesses adapt – and stick – to new ways of doing things.
“The discomfort of disruption is what drives businesses and individuals to continue to seek alternatives to change – such as denial, delay and undermining tactics – even though they know that the world as we knew it will never return,” says Vorster.
“Only once we retrain ourselves and our workforces to become more comfortable with being uncomfortable will we be able to turn disruptive threats into opportunities for success.”
Vorster advises businesses to train their employees in the skills needed to accept change quicker by understanding what the core purpose – not job description – of their roles are. This understanding must be combined with knowledge of the major trend predictions for the future of their particular profession or sector, and a replacement of industrial management habits with a design thinking mindset. ■
Having worked in this field for over 12 years now, one of the most common issues raised by clients is how to go about reviewing the organisational design of their organisation and what methodology to use of the myriad that are present in the market.
By Shaun Barnes, Executive Director at 21st Century
How big to go, how deep to dive? How do we analyse the boxes and organisational charts that offer the modern representation of a company structure? Where do we start and where do we finish? How do we present our analysis and findings in a way that is quantifiably sound and not just subjective conjecture? The questions are many and often the answers are few.
Due to the proliferation of global consultancies and large-scale projects associated with restructuring and strategy changes, many people are under the impression that organisational design is a field reserved only for large-scale projects with exorbitant budgets.
This is not the case at all. In our continuous search for organisational renewal and structural improvement and the big picture that drives this, we often lose sight of the logical objectives and common human resource methodologies we have at our disposal. We simply do not use the ’small things’ we all have in every organisation enough.
The first step is to put aside the “million ways to do it” conundrum and understand the logical flow of the organisation design process. Most organisational design projects work according to logical progressive steps that will deliver a strong product if they are followed in the correct order.
You may only need to check or redo the outcomes of one or two of the steps, not all, but it still helps to understand the flow and linkages to see where your organisation might be falling short.
The process to be followed can be visually represented by the following graphic:
This reflects a basic outline of the process to be followed in determining the organisational design of a business. many practitioners make the mistake of jumping immediately from strategy to Structure. This approach runs the risk of skipping several vital links in the chain, and as can be seen, there are other subjects to be dealt with first. The flow of the approach can be explained in more detail:
Strategy can be defined as a general direction set for the company and its various components to achieve a desired state in the future. Strategy results from the detailed strategic planning process.
The strategy we adopt will define the structure we need. If we adopt a strategy that needs a move to automation in our business, as an example, we know that our current structures will need to be trimmed over time. If, as another example, we adopt a strategy to enter into a new stream of business, we know that we will have to source staff to man the new business stream.
The business model simply states, “how do we make money?”. A business model expresses the business logic of an organisation in a concept. It describes the value a company offers customers and the value chain for creating, marketing, and delivering this value, to generate profitable and sustainable revenue streams.
In a nutshell, it tells everyone how we make our money and sets that up in a bigger model that shows who are clients are, how we distribute our products and what our cost and revenue structures are in the quest to declare a profit.
A business model should be drafted in a way that it can be placed on a company website and explain to all shareholders and stakeholders how the company operates.
The first step is to put aside the “million ways to do it” conundrum and understand the logical flow of the organisational design process.
A value chain is a model that describes the full range of activities needed to create a product or service within an organisation. This is then used to plot which part of the organisation is responsible for which area of the value chain and how the pieces integrate. This assists in designing the nest step which is an operating model.
Once again it must be stressed that the value chain should be designed and represented in such a way that it is easily understandable to people within and outside of an organisation and not elevated to a complicated, multi-level and intricate model which only business process architects can understand.
An operating model dictates where and how the different areas of work get done across a company and serves as the vital link between a company’s strategy and its detailed structure. Before we start looking at our structure, we need an operating model that sets the rules of the game.
The operating model tells us how we should organize ourselves and describes the architecture of the organisation that reflects the elements of the business model in systems and structures that enables it to implement and execute the strategy and the value chain.
An operating model should be captured and designed in such a way that it can be openly shared and understood by all shareholders and stakeholders. Companies too often do not resist the urge to get overly complicated and ‘cute’ in their drive to present an impressive operating model.
The macro structure of an organisation is the executive management level of a business that is responsible for the execution of strategy. The macro structure needs to be modelled to link to the operating model and value chain to be able to deliver on the planned strategy.
The macro structure sees the operating model being translated into functional areas. This is often referred to as the “N” and “N-1” levels (with ‘N’ denoting the CEO/MD position).
The micro structure of an organisation refers to all levels and structures below the executive management level. This is often the part of the process that represents the biggest challenge to practitioners, as this is where the structures and boxes now need to be designed and tests applied as to measure the effectiveness of the current structure versus the new structure. While there are common methodologies for the mapping of the strategy, business model and operating model elements, the macro and micro structures present, as detailed above, the biggest challenge. How does one actually ‘test’ a structure and how do we make sense of the myriad positions that constitute the micro structure?
This is where the ‘small things’ come into play – the checks and balances of our designed structure. Almost every medium to large-sized company has job evaluation and management levelling in place. These methodologies are often used in isolation and job evaluation is especially neglected in terms only being used to match grade to pay. Job evaluation has uses much wider than this within the context of organisational design.
• Job grades can guide us as to our career paths and where gaps appear in our structures. Gaps of more than three grade levels between positions indicate that incumbents will have difficulty moving into the next level job.
• Grade differences between managers and subordinates can tell us whether we are using too high a level of manager to supervise subordinates. Again, a three or higher grade gap between a manager or supervisor and the positions they manage could indicate we could use a lower level position for this purpose, as the higher the level the higher the cost.
• We can use accepted span of control benchmarks across grade levels to check whether our teams are too big or too small. This will often give a more quantifiable picture than the oft-repeated phrase of “We think our teams are too big”.
• We can check the number of management and supervisory levels we have against the grades of these levels to see if we have too many levels. Once again, the more distinct management and supervisory levels we have, the greater the cost we have to bear.
There are thus a number of tests we can apply to get a better idea of where our current structure is failing us by using the common tools at our disposal such as job grades. This will provide us with a quantifiable and logical approach rather than relying on speculation and subjective input.
If we follow a simpler, logical process as illustrated and use what we have internally to measure what we are versus what we want to become, we can implement an organisational design project without causing mass confusion and excessive cost. ■
Inventor of Loop software
efficiency and cost, guided by data from daily operations, which Loop cleverly scrutinises so that businesses can save time and money. It’s a completely customisable app that supports each operational tier from the top down.
Loop operates on three platforms:
Loop is an adaptable, intuitive delivery management platform that empowers companies through enabling them to cleverly optimise and scale their delivery systems. Taylor, the vivacious young woman behind the software, personifies the ingenuity of her brand and is a shining example of dynamic South African leadership.
It all started with a third-year chemical engineering assignment at Wits in 2015. Taylor, a bright young student, was tasked with developing an algorithm that shortened the possible distance between cities for a travelling salesman. One year later, a conversation with a friend in the logistics space helped her connect the dots.
“I asked if logistics companies use some sort of route optimisation algorithm to help drivers know what’s the shortest route they need to travel,” she says.
As it turned out, there was a massive need for a digitised platform that connected providers with their supply network and customers in an efficient, cost-effective way.
“I saw such a gap. Drivers don’t have something to help plan their routes. There’s no visibility for the business or the consumer. The communication channels were very complex. That was the basis for what I thought we would build,” she adds.
Kimberley spent her final year at Wits finishing her honours degree while also constructing what would later become Loop, based on meetings with potential clients to find out what they needed to provide a faster, smarter service. Through sheer determination, courage and good old-fashioned street smarts, she landed her first customer based purely on the novelty of her idea.
“You just need a few seconds of bravery to cold call someone or speak to someone in a coffee shop,” Taylor comments.
Her business portfolio now provides measurable value and ROI to major players in the delivery and service space like Nando’s and Quench.
Loop is a game changer for these businesses. It’s a fully integrated system that connects delivery companies with all the players in their operation, from suppliers to customers. It allows dispatch managers to make delivery decisions based on
1. a management console that offers a web-based control portal for clients, where logistics can be monitored 24 hours a day, 7 days a week, and operational metadata is captured and organised for business efficiency;
2. a driver app that’s enabled for Android and iOS use; and
3. a customer tracking app where end-users can trace products from the moment they leave the business until they arrive on their doorstep.
The best part is that all of these functionalities are individually configurable for different business models, and that’s really what sets Loop apart: Its ability to respond in real time to the evolving needs of its users.
The tech space, traditionally dominated by men, can be intimidating but Taylor’s unconventional entry into this fast paced, unpredictable environment shielded her a little from what might have scared others off.
“I didn’t know anything about business. I didn’t have adults in my life that were in that corporate space. In some ways, I actually think that helped a lot,” she says.
She draws inspiration from her mother, a Brazilian immigrant who also built a business from scratch.
“My mom is an incredible woman in her own right. She has such an amazing story. She’s an incredible example of a brave woman who’s lifted herself up,” Taylor explains.
The same innate strength of character and consistency that Taylor used to bring Loop into the world is the fuel that she uses to keep her creative juices flowing. It’s this powerful mix of passion and ingenuity that she is harnessing to make Loop better day by day. She’s always thinking of ways to make the experience of using the app better for everyone involved in the supply chain, from a driver on the back of his motorbike dodging rush hour traffic to make sure a delivery arrives on time, to the CEO lying awake at night worrying about how to maximise business efficiency.
From those first small seeds planted in 2015, Loop has grown in leaps and bounds as Taylor and her team learn more about specific client needs.
“In the beginning, it’s like playing checkers. But eventually you need to play chess. It’s about understanding where the market is going,” she says. ■
T
“Tackling these issues will involve the dismantling of several structural obstacles and gender biases, which continue to perpetuate outdated systems of thinking about the role of women, and the female entrepreneurs in particular, in South African society.”
Lack of access to finance – and a way forward
finance continues to thwart the success of women.
A number of possible reasons for this lack of access as cited by experts include the perception that lending to women is riskier, a lack of understanding around genderspecific challenges faced by entrepreneurs and stifling legal and regulatory frameworks. On the continent, there is an estimated US$42 billion financing gap for African women across business value chains, according to the African Development Bank Group.
Closer to home, an extensive report published by South African’s Department of Trade, Industry and Competition, found that out of 170 women who were surveyed across four provinces, only seven were familiar with the available financing options for SMEs.
For Mjadu, this evidence points to the fact that inequality on terms of business finance is a “multi-faceted challenge”. As she elaborates, “you can’t take advantage of an opportunity you do not know exists. Any viable solution therefore needs to include an extensive national awareness campaign”.
However, a long-term solution lies not only in equipping financial institutions and independent financiers with gender-informed policies, it’s also about granting women access to financial literacy programmes.
“Putting together a business plan, understanding the long-term impact of financing and learning how to manage cashflow – these are the fundamental aspects of business finance that aspiring women entrepreneurs in particular, need access to.”
In addition to structural disadvantages, women entrepreneurs also face deeply entrenched gender biases. A study conducted by the Vaal University of Technology identified gender discrimination based on biases to be one of the most prevalent challenges facing South African women.
The traditional image of the ‘male breadwinner’ has exacerbated this reality, when in fact, a study by Stats SA revealed that as of 2021, over 40% of South African households were headed by females. Women, therefore, who bear a large proportion of caretaking and child-rearing duties, face additional pressure upon trying to enter the SME sector due financial strain from difficulty in accessing business finance or even market opportunities as women.
“Gender bias is often difficult to quantify due to its insidious nature, but it poses a significant threat to women who want to become business pioneers. It is precisely because women are discriminated against in a male-
dominated business world that intentional initiatives need to be introduced in order to support women to start and sustain their own businesses,” explains Mjadu.
We can work towards a solution by building networks for female entrepreneurs – a number of these types of networks have begun to proliferate on social media. Aspiring female entrepreneurs are encouraged to join and interact with these types of platforms, not only to add to the discussion but to lean on business advice that stems from the unique female perspective.”
The lack of training and education for women in South Africa also presents a challenge for women wanting to start their own businesses. Many female entrepreneurs who start and build businesses in the microenterprise and informal sector reach a plateau from which they cannot progress due to their limited access to education and training.
This is particularly true in the Information and Communications Technology (ICT) and STEM (Science, Technology, Education and Mathematics) industries which are notoriously male dominated. As a report by PwC found, women occupy less than 20% of the jobs in the ICT and related industries. Women who do not have access to formalised training in these areas will not easily be able to leverage the opportunities that lie within the digital technology space.
As Mjadu concludes: “Access to training and education opportunities remains one of the most prominent topics in South African discourse around the importance of developing female entrepreneurs. The solution, as we are beginning to see, lies in community-based ICT and STEM programmes, supported by the government and the private sector.
“The push to get more women into these programmes needs to be initiated at school level by helping South African teachers and role-players across the board to identify potential talent and opportunities to develop gifted young girls.” ■
The lack of training and education for women in South Africa also presents a challenge for women wanting to start their own businesses
Much has been published on living a purpose-driven life, and many business leaders try to apply the same philosophy in business. The concept of purpose is however a bit different when we think about it in terms of business.
The purpose of a business doesn’t ‘magically’ reveal itself. In business, the owners of the business –whether sole owner, partners or shareholders – must simply decide whether the overarching purpose of the business is to grow it, or to sell it, as running a business to achieve sustained profitable growth is quite different from running a business to secure the highest possible sales price.
Maintaining a business might appear to be a third option, but even a so-called ‘lifestyle business’ needs to achieve sustained profitable growth to prevent its inevitable end caused by rising inflation, rapid changes to market conditions, unforeseen losses and so on.
Organisations operating for a social cause rather than for profit generation are also not exempt from being clear on their purpose. Most of these businesses will never have the overarching purpose of being sold, so they have to then make decisions on the three aspects of a sustainable business: financial, social, and brand impact.
While the social purpose might be obvious in a nonprofit organisation, the focus on financial growth – and the effect of brand impact on that growth – needed to achieve that purpose is often lacking.
The question every owner of every business –irrespective of size or sector – should ask themselves is: If I don’t know where this business is going, how will I know if it is veering off course?
If the owners of a business decide that they want to grow the business, then they have to make sure that every decision in the business allows it to take a step towards that purpose, not away from it.
As the purpose of a business can only be decided by its owners, a change in ownership often triggers a change in purpose. Whether through merger, acquisition, or handing over the ownership reins to the next generation, a shift in purpose that is not crystal clear to the owners will result in muddled efforts by everyone employed in the business.
If you are a business owner that employs someone to run the business for you, make sure that they understand your purpose for the business and that they are capable and equipped to achieve it.
If you are the one who’s employed by the owners to run the business, are you running based on your assumption of what the purpose should be, or have you checked with the owners what their purpose for the business is? ■
For most businesses in South Africa, one of the pillars on which this rebuilding is taking place is digitisation, and many recognise the importance and value of collaborating with digital partners that share their vision for the future, as well as their commitment to making that vision a reality.
While the majority of organisations are investing massively into trying to predict what the future holds, for us, the key to sustainable success is to focus on the basics of business. That’s not to say that having your finger on the pulse of future
trends is not important. It most definitely is, and we are very much future-focused.
However, in our experience as a business, trends are becoming increasingly fleeting and short lived, so a more effective approach is focusing on what you know to be true - which is that getting the basics right in business is the key to success, irrespective of what the future holds.
So, as 2023 steams ahead, it’s a worthwhile exercise to spend a little time considering what these basics are that most businesses, including ourselves, need to be getting right this year.
3
The essence of productivity is working smarter rather than harder. The challenging economic environment, coupled with steadily increasing competition on multiple fronts, will make it more important than ever to maximise productivity smartly. And that means not only identifying new markets and opportunities, but also leveraging innovation – particularly in the digital sphere – to optimise growth.
Striving for higher levels of productivity is a trend that will never go out of fashion, which is why for example, every Konica Minolta South Africa device is a digital enabler to enhance our customers productivity.
These are closely connected as efficiency is the foundation of productivity. Optimising and streamlining workflows needs to be a top priority. As a business, there is no benefit to be had from spending any time on tasks that don’t directly feed into your desired outputs.
For our business, this entails collaborating with our clients to minimize distractions that are not essential to achieving their business goals. For example, most of our customers have the right people they need to get the jobs done, but few of those employees have access to workstations to get day-to-day admin tasks done. This creates a situation where these employees need to ‘borrow’ time from their colleagues who have workstations, resulting in loss of productivity.
Our digital kiosks (business hub solutions) are centralised workstations available to our clients for their employees – our devices come already equipped with this function enabled. These digital kiosks enablers allow employees to login and perform an array of administrative tasks, via the cloud, without needing to access a full workstation or a colleague’s PC.
This example demonstrates our understanding of the importance of operational efficiency, and we strive to deliver this for all our clients, whether in the form of better management of documents to improved workflows, more efficient processes, and more inclusive employee access to technology.
As the world becomes increasingly aware of the imperative to protect and save our planet, environmental sustainability must rise to a position of prominence in any business strategy. While contributing to environmental projects via CSI initiatives is important, one of the most valuable contributions any company can make to the future world is sustainability and caring for the environment.
The rise of advanced digital technology has made this a possibility for any business, of any size to evolve and be a sustainable business partner with its clients by providing equipment with the lowest possible energy requirements and an array of features to help them to reduce energy costs and achieve lower environmental impact.
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Agility is essentially the ability of a business to react quickly and effectively when change happens. In a post-Covid-19 world, businesses need to be more agile than they ever have been. There is simply no way any company can stay in business by continuing to do the same things, or do things the same, as it has until now.
As a result, our goal is to maximise the productivity of the resources we deliver to our clients, by constantly growing the range of jobs we enable them to do and increasing the speed at which they get them done.
For the majority of businesses, achieving excellence in these, and other, business basics should be the number one trend they strive to follow. And the value of a reliable business partner with the necessary insights, and the proven ability to leverage them, should never be underestimated.
Quiet quitting – doing the bare minimum to get by at work – is a growing global trend, but employers could reverse the tide of disinterest by renewing their focus on employee wellbeing and engagement.
Saying “no” to going the extra mile and rejecting workplace “hustle culture” comes in the wake of people’s changing attitudes to their relationship with work, sparked by remote working during Covid-19 lockdowns.
It’s a trend that has gone viral on social media, especially TikTok, among younger “Gen Z” employees, and it can impact negatively both on employees’ career prospects and organisational culture and performance, says organisational behaviour specialist Dr Natasha Winkler-Titus, Leadership Development Programme head at Stellenbosch Business School.
“Employees who are quietly quitting are not actually resigning, but they are drawing the line. They are setting boundaries to recalibrate work-life balance and protect their mental health. Work-life boundaries are healthy and necessary, although quiet quitting could be seen as a passive-aggressive way of achieving this, rather than a more constructive, assertive approach.
“It is a signal to employers, though, to focus on employee engagement and well-being and to create a supportive environment where employees feel they have a voice and are being heard. Employers that don’t focus on and enable discussion about improving mental health and employee wellbeing, risk a disengaged workforce or losing employees to companies that offer better wellness benefits,” says Dr WinklerTitus.
Employee engagement is seen as the opposite of burnout, with positively engaged employees more involved, committed, energised and mentally resilient. A highly engaged workforce impacts positively on customer satisfaction and business performance.
South Africans working remotely rose from 4% of employees to almost 40% in the Covid-induced lockdowns of 2020,[i] leading to greater awareness of the potential for more autonomy and flexibility in how and where we work, she adds.
“This, combined with the mental health impact of the pandemic, prompted people to reflect on the meaning of life and where work fits into it. Expecting people to just return to an old form of ‘normal’ in the workplace creates discomfort and is a factor in employees quietly quitting in order to keep work and life apart.”
Signs of the quiet quitter include missing meetings and deadlines, meeting only the minimum of performance standards, arriving late or leaving early, isolating from a team culture or withdrawing from team and social activities, and showing less
commitment, passion or enthusiasm for their work.
In addition to reduced performance and productivity, quiet quitting can impact negatively on interpersonal relationships at work as other team members pick up the slack, and it can be seen as a negative attitude that limits the person’s career progression.
“Some of these behaviours are performance-related and should be treated as performance issues, but much of it really has to do with engagement. High levels of engagement are linked to performance and well-being, but when employees don’t have a voice and feel disempowered, they become demotivated. Supportive management is fundamental to the success of performance management – when this is lacking, employees disengage,” says Dr Winkler-Titus.
Employee engagement happens at cognitive, emotional and behavioural level, and is linked to meeting of expectations in the “psychological contract” that employees have with organisations, “the unwritten contract of perceived promises and expectations within the employment relationship”.
When this contract is broken, employees are more likely to leave the organisation, or simply quietly quit, she said.
Dr Winkler-Titus says open dialogue with employees about their expectations and what motivates them, what they need to improve their engagement with work, would help employers better understand what employees value and what it takes for them to feel respected and valued for their work.
She says employers should encourage and model a positive work-life balance and obtain feedback from employees on their workload and which projects interest them the most.
Performance reviews can include discussions on career aspirations and progression, and upskilling opportunities, to ensure that employees see a meaningful path ahead with the business. ■
[i]
Employees who are quietly quitting are not actually resigning, but they are drawing the line. They are setting boundaries to recalibrate work-life balance...
This year will be the true test of companies’ work-from-home and hybrid workforce strategies, as the novelty of having some staff in-office, some out of office, and some dipping in and out wears off and new routines become entrenched.
But work-from-home and hybrid workers are now being warned not to get too comfortable with being out of sight and just getting on with things, as being out of sight might readily start translating into being out of the minds of company leadership, inhibiting or even completely halting career progress, a leadership expert says.
Proximity bias, where people who are seen in person are given preference for projects, promotions and increases, remains a reality and will continue to play a role in future.
“We have been warning company leadership for months to guard against proximity bias and so-called presenteeism, so that they don’t intentionally or unintentionally penalise their valuable staff who aren’t in the office full-time, thereby risking the loss of highly qualified and experienced talent,” says Advaita Naidoo, Africa MD at Jack Hammer Global, Africa’s largest executive search firm.
“However, those employees who are serious about growing their careers also have a duty to strategically manage their WFH or hybrid situation, so that they don’t one day find themselves out in the cold, their careers having suffered a silent (pun intended) death along the way.
“And to be clear, this isn’t just about optics and managing upwards, or putting in facetime with the boss; it’s about developing yourself as a leader in a new paradigm.”
Naidoo says working from home should not mean the end of career development; however, whereas this development would have happened both organically and strategically in the office – by way of growth opportunities on new projects, promotions, training, coaching, mentoring, networking and so forth – remote workers must now themselves take responsibility for making these opportunities happen in order to stay front of mind.
“It is possible to successfully manage one’s career as a hybrid worker while continuing on an upwards career trajectory, with a few consciously implemented strategies, all of which amount to showing up and being present.
“Being present means making your presence and contribution felt to such a degree that your candidacy remains front and centre in the minds of managers and leaders. When we talk about showing up, it’s about how you, as a hybrid or WFH employee, will compensate deliberately and intentionally for your physical absence in the office.”
• Showing up means that you keep yourself visible and visibly professional. For instance, in remote meetings, switch on your camera, ensure that your physical space is neat, and ensure that your personal appearance is professional.
• Showing up also means that you consciously work on your engagement with your managers and colleagues to develop quality inter-personal relationships. Don’t just quietly get on with things independently – engage deliberately via the channels available to you, volunteer for projects, keep the conversation going on communications
channels, and cultivate relationships above and beyond your scope of work. This is particularly important crossfunctionally, so that you aren’t being cemented into your own silo, and so that you can keep your options and possibilities alive throughout the company.
• Some organisations have realised the importance of allowing their remote workers cross-functional exposure and development but, if that isn’t happening, you need to take it into your own hands. Identify people who are working in other teams, make an effort to get in touch and welcome new recruits and, when there are opportunities for in-person get-togethers, show up.
• Show up at your office when it makes sense to do so. If interesting opportunities arise to go into office – even if it’s not the day you are normally scheduled to be in-office –then go in and make the effort with enthusiasm. If it’s been a while, volunteer to go into the office for a meeting rather than taking it virtually as usual.
• Continue to invest in personal skills development. Stay in the loop regarding potential training and mentorship opportunities – these are worthwhile reasons to stay in contact with decision-makers beyond what regular scope of work would require, while also showcasing one’s commitment to professional growth and development.
“We are entering an interesting new period as the uncertainties around roles and expectations settle down,” says Naidoo.
“While the arm-wrestling between companies and employees about who needs to be where and for how long during the work week becomes a thing of the past, and the new status quo – whatever that may be – becomes the order of the day, the time has now come for hybrid and remote workers to take the future into their hands and implement the best practice strategies for a successful career in this new paradigm.”■
Jack Hammer Africa is Africa’s largest executive search firm, with on-the-ground presence in all of its major markets. These include South Africa (covering SA, Zambia, Botswana, Zambia, Mozambique, Angola and Zimbabwe), Nigeria, Ghana, Kenya, Tanzania, and Egypt. Since 2001, they have been helping companies, NPO’s and high-growth PE and VC-backed businesses to build and diversify their leadership teams and boards.
Celéste Burger, a brand strategist and a Chartered Marketer with three decades in the creative industry and agency experience, focuses on positioning brands in the digital age to increase brand equity. Here she talks to SA PROFILE about the advent of 4IR, which, combined with unsettled economic and social environments, has accelerated marketing and communication digitisation and multichannel integration.
This disruption profoundly transformed the marketing landscape. While offering innovative ways of engagement, it requires businesses, marketers and creative agencies to be agile in developing business models that guide the "new thinking processes" in marketing.
A 360-degree business view is essential to help organisations and marketing teams navigate this fast-changing terrain. All while keeping a strategic eye on business goals, industry trends, customer behaviours, and implementation channels to drive business growth and brand meaning.
Chartered Marketers (CM) seek to drive return on marketing investment (ROMI) and client engagement supported by reliable data – a differentiator in a tough economy.
"As a CM, the relationship between effective marketing and business success is clear. However, I also notice that many midsized South African businesses need help,” she says.
“I have recently encountered numerous mid-sized companies that can't afford to permanently appoint a Marketing Director or a Chief Marketing Officer. Thus, strategic marketing often falls on the shoulders of business owners or other team members, leading to inconsistent or ineffective marketing processes and hurting the business's bottom line.”
“I've also noticed overwhelmed marketing teams required to implement tactics without clear strategic goals. Vague strategies and positioning cause strain on already tight marketing budgets, negatively affecting innovation and competitive advantage.
“Likewise, companies often need someone to perform at a marketing leadership level to define and drive their organisation's 'marketing way', a core CM function. Clear
strategy and positioning lead to synergy between brand promise, customer expectation and brand perception, bridging the gap from strategy to creative implementation.
“This is why I provide an outsourced Marketing Director and Chief Brand Officer role to mid-sized companies. I assist them in aligning their business strategy with their marketing strategy. I contribute specialised knowledge and skills critical for developing, executing, and integrating marketing efforts across the organisation and channels. Unlocking new opportunities and optimised resources.
“As a CM, I often act as Chief Brand Officer, directing brand positioning and meaning. I am energised when assisting companies in creating a constructive 'What if…? Why not…? What else…?' environment to drive marketing merit and organisational performance. I implement brand and marketing projects across private and public sectors, from campaign level to long-term projects," she adds. ■
E contact@celestefromearth.com
T 082 461 3748
W www.celestefromearth.com
Burger serves on the Marketing Association of South Africa (MASA) board and is the serving President of the Audit Bureau of Circulation (ABC). She lectured organisational behaviour, brand strategy, brand architecture and brand positioning on a tertiary level. She holds a BA Fine Arts and Masters in Business Leadership degrees with electives in e-commerce and services marketing.
Lucas
I was inspired by the fear of being ordinary. I wanted to push myself to limits of greatness and what better way than to be an techpreneur. I also wanted to challenge the status quo and make my mark in the universe.
It was during the first lockdown in 2020, when the idea of creating Reslocate arose. I saw the challenges experienced by the university students when searching for accommodation. There is a severe shortage of student housing in SA and around the world.
Students are being exploited by bogus landlords with overpricing, illegitimate properties and scams. I worked on developing and creating Reslocate to assist students with the pre-booking of safe and secure, decent accommodation to address the challenges they face.
Reslocate is an interactive platform that connects students with property owners. We exist to solve the critical issue of student housing around the world by being the “go-to-guy” for
“Early in my career I was involved in building one of the largest railway companies in South Africa from scratch and in 2020, I joined the tech industry and founded Reslocate. I have always been intrigued by the world of technology and its contribution to the world’s innovations. I bring to the table my best attributes of being obsessively attentive to detail, ruthlessly competitive, calm in a crisis, willing to take risks, tough decisions and being great at spotting talent.”
Lucas Mohaswa
finding safe, secure and decent accommodation. We are the bridge that connects students and property owners.
Reslocate is a virtual friend to every young person looking for student accommodation, being only one swipe away on their smartphone. Our App is user-friendly and efficient and is always up-to date with all the latest data pertaining to property. With this, we are able to offer convenience and peace of mind, ensuring that the accommodation part is taken care of, giving students ample time to focus on their studies. In short, we’ve got you covered. We’ve got your back.
The ability to spot great talent, passion for people, and the ability to create a working environment that promotes individual successes and personal growth. And the Ubuntu principles of ‘we are human before anything’.
I get motivated by greatness and a continuous search to becoming a better human being. My family also motivates me; seeing my kids and wife happy melts my heart.
Doubt. For a person who comes from a previously disadvantaged background, I had naysayers that thought we couldn’t develop an App that could complete globally.
Reslocate has won several awards globally. It is also the only South African company to exhibit at the two largest tech conference in the world: Websummit (Portugal) and Slush (Finland). We are also in the process of finalising a subsidiary in the South of France to target the European market.
The biggest highlights include seeing our product working, creating part-time job opportunities (we employ students enrolled in different tertiary institutions to assist us with vetting properties loaded on the App), branching out to Europe and having global partnerships. In addition we:
• participated in the Ituseed global accelerator
• exhibited at the 6th edition of Viva Technology 2022
• showcased and exhibited at Websummit Lisbon 2021
• were the SAIS Boost Up 2021 winner
• exhibited at Slush 2021 Helsinki
• were the Africatech Challenge 2021 winner
• were the ITU Digital 2021 awards runner-up
What are the key lessons you have learned?
I learned the importance of patience; risks get rewarded and business is built through partnerships. Additionally, always employ people who share the same vision and values.
How do you foresee your business growing in the next five years?
We aim to be the global leader in property-tech innovation, the number one property-tech company in the world and one of the giants in property management.
These goals align with our desire to make a difference and build an organisation of integrity that listens and responds with care, by servicing the needs of all stakeholders through a people-oriented approach. ■ W
As a business enabler and growth accelerator and global guest speaker, Diane Boorman uses her 55 000 hours of entrepreneurial and corporate success to help uncover hidden opportunities and future potential by identifying areas of business often forgotten.
Life is filled with adventures, and especially in my life. In my late 20s, working in corporate, I always had the need to do more, achieve more, and 13 promotions in six years was fabulous. Every Saturday evening a group of friends got together around our dinner table and we would discuss ideas for business, what could work and what would never work – a friend and I even did a business plan – this felt very real.
Soon after my son was born, I needed to spend more time with him and working for a corporate I felt guilty taking time off as well as guilty for not spending time with my baby – so I resigned and bought my first business. The logical thought was it would be easy, a quiet little laundry in a community shopping centre.
It was super difficult, but I learnt quickly and eventually sold the business 18 months later as a franchise model. I realised folding undies was not the form of creativity I wanted but needed to add the creativity to my next business.
So an entrepreneur was born – and after 25 years, I am still loving every moment of using wisdom gained and shared, creativity and innovation from the past for future, and ultimately inspiring and motivating others while speaking globally on business growth and growing my online academy for business owners on the practical side of business – finding investors and taking them global.
Practical business is fun, opportunities are everywhere – you just need to find the right ones that add to your life and your bank account
Every business that I have owned started from a need… a desire to want to succeed. Using the knowledge that I had, I grew fast in each business, pushing boundaries, not wanting to sit still – but rather the need to succeed was powerful. Every business I have owned I developed the perfect offering pyramid. This is often where business owners go wrong. I knew each business had an objective, and needed to be the expert of that industry. We were solely focused on development and succeeding.
It was loads of fun. We always tested new product offerings before going to market – perfecting as we grew. There was never a time of risking it all.
Currently Brand Analytics is all about inspiring, motivating and educating business owners for growth.
We have an online business owner academy, The Diamond Academy™ offering a 9-month programme, The Diamond Plan™. Once completed, a business owner’s strategies will be in place, confidence will increase, and you will have better knowledge to make better business decisions. Your business will grow, you will make more profit and have less expenses.
Once the business owners have completed this programme, we offer virtual board and monthly accountability meet ups. The Strat Lab is held quarterly to set goals and understand what is blocking the business, while adding education and growth.
Then we look to Go Global – a 6-month programme to take business owners global. Alternatively, find funding from government or individual investors to ensure continued growth of the business environment in SA and abroad.
Through our service the business owner gets pushed out of a comfort zone and they gain wisdom and confidence to make the best business decisions.
Every business owner we work with is part of an ecosystem – we offer education from monthly experts sharing knowledge, online tech to share opportunities and networking – and we are continuously looking for the next opportunity for every business owner.
Ultimately, we assist the growth of SMMEs.
Resilience, honesty, a sense of humour, being open to learn, and freedom to share info and experience.
The success of my clients! To watch the growth and see the realisation that business owners can grow beyond their thoughts and desires and realise there is a huge world of opportunities.
Challenge is always about confidence! Can I? Do I have enough knowledge? Am I good enough? Also, what is the next step – where do you find more knowledge?
There is no safety net, so if you step out your comfort
zone will you survive?
I have had every challenge imaginable, but the biggest challenge is in our minds – it’s about are we good enough.
How have you overcome challenges?
Very early in my entrepreneurial journey I realised if I knew a little bit more about the industry that I worked in, I could be an expert. I worked really hard, went out to gain knowledge and find my support structures, had people around me that had done more than what I had, and learned from them and with them. I am eternally grateful for the many mentors in my life.
What were some of the highlights of your journey as an entrepreneur?
There have been so many highlights and many accolades and awards over many years.
The success of my clients – from garage-based businesses to global companies. Developing my own academy. Global speaking. Being a Diamond Plan™ finalist in Best Accelerator/Incubator Program 2023 in SA for the 2023 Southern Africa Startup Awards part of Global Startup Awards. And the gratitude from business owners when they realise they can grow bigger and be more.
What are the key lessons you have learned?
Nothing is easy. Having you hands out and expecting something from others doesn’t work.
How do you foresee your business growing in the next five years?
• The Diamond Plan™ is currently being prepared to be licensed for accountants wanting to help their clients, lawyers who want to assist their clients and more – to make a bigger impact.
• The Diamond Den™ finding investors and linking to SMMEs – in the next few years we will have our own fund for SMME growth.
• The Strat Lab is going into corporate teams to help set goals, looking back to look forward while being pushed out of their comfort zones and understanding new knowledge and new opportunities.
• Global speaking in a different country each month.
• We will always inspire, motivate, and educate business owners for growth while adding practical business knowledge to make better business decisions. ■
Nonhlanhla Nomcebo Sikhakhane has always dreamed of becoming an entrepreneur. Overcoming a variety of obstacles, Sikhakhane remained firm about her goal and established Zania.S, a skincare product range. This is her journey…
Since the age of 13, entrepreneurship has always been my passion. In primary school I used to make extra cash by selling sweets and chips. No one in my family owned a business and I wasn't raised around a lot of business owners where I grew up in Kwa-Zulu Natal.
Losing my job as a property practitioner and suffering from dry skin myself, motivated me to start Zania.S. I wanted to solve this problem for people who are like me, those with dry sensitive skin and dry feet and who prefer organic products that are free from harmful chemicals, parabens and perfumes.
At first I had no clue where to begin. I spent months researching the kind of products I wanted to introduce to the market. With no capital to fund my idea I then had to work as a domestic worker for a while to raise funds for my start-up costs, and a few months later Zania.S was born.
The skincare manufacturing company is based in Ratanda in Heidelberg, and was registered in 2020, with operations starting in February 2021. Unlike many businesses that repackage and resell, I formed a strategic relationship with
a certified manufacturing company. They manufacture my skincare products according to my specifications, quality and scent. Using a qualified and certified laboratory has allowed me to aggressively market and gain a fair market share for my products.
Our current products include bath salts, body butters, body wash and hand wash with a variety of fragrances. I outsource the manufacturing process as the business currently has no operating equipment for manufacturing.
I intend to expand my service offering by acquiring machinery to perform the production process, reduce costs related to outsourcing the products, and thus creating employment opportunities.
All our products are developed from natural ingredients, and 64% of those are organic. If the product is not 100% natural it is because we’ve used a small amount of quality fragrance oil instead of natural oil.
The ingredients we choose are always selected with a purpose in mind. For example, the ingredients used in our shower gels are not only to clean but to leave the skin moisturised.
What key characteristics makes you a successful entrepreneur, and what motivates you?
I set achievable goals, and I am creative. I always look for creative ways to solve problems.
I believe in myself and my abilities, and I’m always willing to learn.
What were some of the challenges you have faced as an entrepreneur, and how have you overcome this?
Lack of sufficient equipment for our in-house production; my business is new and does not have sufficient financial capacity to maximise its operations and expand the production and distribution of our products.
Insufficient finance has crippled the marketing and production aspects of the business. Insufficient capital for operations has also resulted in a poor cash flow. My limited manufacturing experience is another challenge.
Our solution is to work on forming strategic relationships with local hotels, especially those that support locally produced products and the growth of small businesses. We will supply them with personal care products.
What were some of the highlights of your journey as an entrepreneur?
The highlights on my journey include the fact that my business has been nominated twice, first by Total Energies competing in 2022 as a Start-Up of the Year; and secondly by Santam as a Rising Star in 2022.
What are the key lessons you have learned?
Entrepreneurship is all about taking calculated risks. Don't be afraid to take a chance on something that excites you.
How do you foresee your business growing in the next five years?
We are working on a few new products, which we will introduce to the public soon. Some of these products include body balms, hand and body moisturisers, bath oils, shaving creams, and bubble bath for children. In the next five years we hope to increase our sales significantly, improve gross margin percentage of the product line and maintain that level. We also want to add products and services to meet market demand and create sustainable jobs. ■
My long goal in life is to grow professionally and inspire young women who want to venture into businesses.
Paul Masilo, founder of Freshmo mouthwash sachets, believes in never giving up to achieve your dreams.
Building a business that will make a difference in people’s lives inspires me to be an entrepreneur. I love doing charity work like collecting food and clothes and giving them out. So I enjoy things that make a difference to others.
Every day, without fail, as a family we sit down and discuss business and have our prayer and bible study sessions. In one of our sessions in 2014, we discussed the idea of creating extra income for ourselves as a family and building a generational legacy. In the brainstorming session, we came up with the idea of starting a company and we registered it as Logos Branding and Trading. Later the company was renamed Freshmo Brands Pty Ltd.
I saw tomato sauce in a sachet and that was a light bulb moment. I decided that I wanted to produce mouthwash in a sachet.
I approached one of the mouthwash manufacturers and asked if they could sell me their mouthwash, so l could repack it under my brand name. They said they could, but only on condition that l signed a contract to buy R300 000 worth of mouthwash every month for three years.
Distribution discussions are ongoing with SPAR (which has placed a 6 000 sachet order), Shoprite, Clicks, Dischem, PEP, Guvon Group of Hotels, SAA, and Airlink.
It was a huge ask so I approached the Gauteng Economic Department to ask for funding. I was referred to the Stakeholder Relations Manager for the Gauteng province. He advised me to develop my own formula of mouthwash.
My challenge was the science and I didn’t have a formula for mouthwash.
I entered my solar powered clothing iron in a green technology competition, hosted by the Innovation Hub and the Gauteng Economic Department. While networking with guests, l happened to speak to Dr Chamunorwa, a board member of The Innovation Hub. He asked me what
else I did and I told him of my mouthwash project and the challenge l had. He put me in touch with Professor David Katerere, a Professor in Pharmaceutical studies at TUT, who agreed to help me develop the formula. We then got funding from Marilize Uekerman, who later became Chairperson of our company. We experimented and brought life to our mouthwash!
Sasol Incubation Hub provided us with lab facilities to do this experiment. The exercise was successful.
We then had to look for a packaging company and found one in Pretoria. They packaged a few samples for us and we sent these for stability testing at Sasol Hub.
Following this, we had to do external stability testing through the SABS, but unfortunately, SABS do not have a mouthwash testing standard. In fact, there are no companies in Africa doing mouthwash testing.
The other challenge was to find a company that would package mouthwash in sachets, but we also did not have the budget for it. We were looking for a company that has an Enterprise Supplier Development programme with funding to assist us. We searched high and low until we came across Hotel Annuities Services and Steripac, who agreed to assist us under their ESD programme. However, we had to first get clearance that our mouthwash was not classified as a food, as they are only licensed to package non-food items.
MRA Consultants stepped in and gave us the proof we needed that the mouthwash was a cosmetic and pharmaceutical item.
Spoor and Fischer came on board on a pro bono basis and helped us to get a trademark for our product.
We then needed to raise money to buy raw materials, and pay for sachet design and we got a grant from Ekasilab, a programme of The Innovation Hub that supports township businesses. With the Ekasilab grant, we managed to acquire bar codes for our products.
Chemin, an incubation hub for cosmetics, offered us the use of their laboratory facilities to make our mouthwash.
In 2021 through SEDA, we managed to get our mouthwash tested by the University of Limpopo Biotechnologies Research Centre, which has an MOU with SABS. Testing results came out in January 2022 and the shelf life for our mouthwash is two years and it’s alcohol-free.
We manufacture mouthwash packaged in sachets. We are the first black-owned, township-based company in Africa to do so. Freshmo has five flavours: Peppermint, Spearmint,
Appleblush, Strawberry, and Watermelon.
Bad breath is a huge challenge with stats showing that 50% of South Africans have issues with bad breath. Freshmo provides a solution to help fight this and to keep the mouth fresh. We currently distribute to individual-owned shops, doctors’ practices, and individuals. Distribution discussions are ongoing with SPAR (which has placed a 6 000 sachet order), Shoprite, Clicks, Dischem, PEP, Guvon Group of Hotels, SAA and Airlink.
What do you feel are some of the key characteristics that make you a successful entrepreneur?
Never give up your spirit, prayer, and customer relationshipbuilding ability.
What motivates you?
Making a difference in people’s lives and prayer.
What are some of the challenges you have faced as an entrepreneur?
Access to markets. We have approached retailers but it’s not easy to get into shops, however, we keep on trying. Another challenge is funding.
How have you overcome challenges?
We used the ESD route to fund most of the things we needed to do in order to get the product off the ground. We have used the power of customer relationships to try and get potential opportunities to be listed in retail shops.
What were some of the highlights of your journey as an entrepreneur?
They include getting to develop the formula from scratch, working with Prof Katerere and bringing the formula to life from paper. Also, exhibiting our product in FACIM Mozambique.
What are the key lessons you have learned?
Never give up on what God has entrusted you to do, despite what people say about you. Funding doesn't necessarily mean cash in your bank account.
How do you foresee your business growing in the next five years?
The future is exciting as we plan to grow into Africa and have a few exciting products that will be released in the future. ■
Twenty-six-year-old Natasha Moleko, a fashion designer by trade and Vaal University of Technology graduate, has a deep passion for fashion and selfexpression. A creative at heart and a “student of life”, Moleko established sustainable fashion brand, Oupa Ben.
YOUNG MOVER & SHAKER OF THE YEAR
“From a young girl I’ve always wanted to be my own boss, but I didn’t know what that looked like, I had no real example of entrepreneurship and what it entailed. My desire to be my own boss and mostly my situation pushed me into entrepreneurship. When I started my business I had just lost my job at a church factory and was one of many unemployed graduates in South Africa,” she says.
How did you start your business?
I started my business in a difficult time of my life. I had just lost my job and was now a part of the staggering youth unemployment rate in SA. My grandfather, who was the inspiration behind Oupa Ben Africa, had just passed on and all of that adversity somehow inspired me to start my business as a tribute to him, a creative outlet for me, and means to change my financial status.
How did you decide what your product would be?
I studied Fashion Design at the Vaal University of Technology and, funny enough, I thought if ever I started a fashion business
it would be a womenswear brand. But I guess God had other plans for me.
When my grandfather passed on in July of 2021, a very difficult time in my life, I somehow was inspired to pay tribute to him and start a menswear fashion brand and name it after him. My grandfather was a very special person; he was kind and always encouraged us to stand for something bigger than ourselves, so I guess my product kind of chose me. I believe I found a sweet spot, being a young female designer doing menswear.
I searched the internet and learned how to do basic coding so that I could create my own website. I also learned how to create my own logo and other graphic products I needed for my business.
Oupa Ben Africa is a conscious, sustainable menswear brand that offers high quality, unique men’s clothing and accessories. We create our collections with the aim of creating awareness on social issues men face daily. Our aim is to create a safe space for men to express themselves and we do that through fashion.
Being a sustainable brand means that we make use of sustainable production methods. We produce small scale, and practice slow fashion.
Our products are ethically made in South Africa, and I believe most importantly, we make use of solar energy to produce our products. This means that our carbon footprint is significantly lower than the average fashion business.
We are also a conscious brand that aims to create awareness through fashion.
I found that I thrive and I’m most inspired by adversity. I am selfmotivated, resilient and love leaning – I remain a student of life.
I grew up in the township of Sebokeng in Boitumelo, one of the poorest neighbourhoods in Sebokeng. My parents tried their best to get us the best education they could afford and I will forever be grateful for that.
Life was very difficult for us growing up, and my sister and I would exchange days to go to school because there simply wasn’t enough transport money for both of us. I believe those moments in my life have left me very hungry and eager for success, so I keep going. My biggest fear is giving up.
When I started my business I was bootstrapping. I had borrowed money from my parents to start and it wasn’t easy. I could not afford a lot of things, such as website hosting, and graphic designing services; the list goes on and on.
I searched the internet and learned how to do basic coding so that I could create my own website. I also learned how to create my own logo and other graphic products I needed for my business.
I also joined at lot of entrepreneurship development programmes, like the Future Females Business School
(FFBS), Startup School (SUS), and The Academy of Women Entrepreneurship (AWE).
I graduated from five programmes in 2022. These have helped me a lot in understanding the concept of entrepreneurship and the idea of starting with what you have and making the most of it.
• I managed to raise R407 000 in seed funding in 2022, and got to build a fully functional production line.
• I installed a big solar energy system to take us off-grid and support our production line.
• I also managed to get a contract with Kamers/Makers for the A/W 2023 Show.
• It’s never easy, sometimes it’s fun, but never easy.
• Make sure you have a passion for what you do; being an entrepreneur affords you the choice to do what you want, so choose wisely.
• Never hire people you are familiar with as they will never really see you as their boss, and will always take advantage of that.
• Never give up.
• Keep learning.
• Send that email, it might be the only thing standing between you and success.
• Get out of your comfort zone, nothing valuable comes from it.
• Get ready for sleepless nights, your business is your baby, and you have to nurture it.
• Take care of yourself, physically, mentally, and emotionally. Your health is the table upon which everything is based, without the table everything is on the floor.
• And lastly to all my introverts, it gets easier with time.
How do you foresee your business growing in the next five years?
I have big plans for Oupa Ben Africa! I see the brand on international runways, Paris, London, and New York fashion week. I want two concept stores in Sandton and Cape Town; in addition to creating quality jobs in South Africa. ■
W www.oupabenafrica.com
Instagram: Oupa_Ben_Africa
Facebook: Oupa_Ben96
