Despite its pivotal role in the 4th Industrial Revolution, the connectivity sphere is no different from any other business sector when it comes to profitability challenges. In the fast-moving and hyper-competitive economic environment of today, even the biggest players in ICT are under threat.
The South African workforce is growing. The number of public university graduates continues to climb, with Statistics South Africa (StatsSA) reporting that 203,078 South Africans graduated in 2016, up from 165,995 in 2012. And with this year’s graduation ceremony season just passed, a fresh crop of young professionals is hungry to make their mark in the workplace.
No organisation is immune to digital transformation, and those that think they are will undoubtedly face a future filled with uncertainty. How does an organisation ensure that the successful adoption of digital transformation is underpinned to each strategic undertaking?
It’s been proven that industry leaders who invest in new technology and innovation achieve better productivity and return on investment. However, for this to be true, an organisation needs to be ready for innovation, not only technically but also culturally.
Only 15% of South African start-ups are successful, despite South Africa having the 2nd highest ranking on the continent according to the 2018 Global Entrepreneurship Index.
Today, more and more businesses are confidently outsourcing business functions, or parts thereof to service providers whom they trust to do the job faster, more affordably, and more effectively than they can themselves.
Navigating complex BEE requirements to ensure compliancy can be a tricky process for many businesses. Since the implementation of BEE in 2003, there have been many high-profile cases of companies found to have faked their BEE credentials and many who have failed their verification audits for other reasons.
Labour law training is an operational necessity. However, it often happens that managers at whom this training is targeted often have the attitude of, 'let HR handle daily disciplinary problems, I’ll just mess it up'. But the implementation of discipline is an integral part of line management’s function and no manager can turn down the opportunity to add to his/her skills.
Many organisations are reluctant to manage their ethics performance. Why? When leading practice has moved beyond the question of whether ethics can actually be ‘managed’ (taking it as given that it can), and huge efforts are underway getting the ‘how’ of ethics management right as well, it seems perverse to ignore this aspect of organisational life.